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Artificial Intelligence: Implications for Business Strategy

 1 year ago
source link: https://www.edx.org/course/mit-artificial-intelligence-online-short-course?parent_component=new-on-edx&webview=false&campaign=Artificial+Intelligence%3A+Implications+for+Business+Strategy&source=2u&product_category=executive-education&placement_url=https%3A%2F%2Fwww.edx.org%2F
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About this Course

Do you know what artificial intelligence (AI) means for your organization? It isn’t about robots taking jobs or replacing your workforce. AI is simply the process of programming a computer to make decisions for itself, which can make your business operations more efficient. Need a strategy to effectively implement AI technologies into your company? Then this artificial intelligence program is the one for you. The Artificial Intelligence: Implications for Business Strategy online short course from the MIT Sloan School of Management and the MIT Computer Science and Artificial Intelligence Laboratory (CSAIL) will show you how to capitalize on the value automation offers. It explores the potential of robotics, natural language processing, and machine learning (ML), and equips you with the knowledge and confidence to include them in your business strategy. Most importantly, this course will guide the creation of a road map for the implementation of AI and ML in your organization and provide you with the skills to drive innovation forward.This AI course looks at the organizational and managerial implications of the technologies. It’s aimed at managers, executives, and business leaders rather than those in tech or IT roles. So, you don’t need to be a software engineer or data scientist to keep up with the content. On this program, you’ll learn how AI and ML can be applied in the workplace to augment current operations. It’s about developing strategic decision-making skills about the use of these technologies in your business, analyzing their potential impact, and building the language to articulate your insights with your teams and organization.


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