Artificial intelligence success starts with solving existing business issues

According to David O’Sullivan, director in consulting at Forvis Mazars, organisations are beginning to see real benefits from AI – but only when it is applied to clearly defined business challenges rather than adopted for its own sake.

“When we first start talking to clients, there’s often an expectation that if they simply give people access to tools like ChatGPT or Copilot, it’s going to change how the business operates,” he said. “Where we are seeing real impact is when there’s a particular use case or challenge that needs to be solved, or when AI is augmenting something organisations are already doing and improving it.”

While general-purpose AI tools can improve efficiency, O’Sullivan says the most significant results are emerging in highly regulated sectors, such as healthcare.

“We’re seeing real-world, real-life impact, both operationally and in patient outcomes,” he explained. “We’re seeing improvements in speed to diagnosis and patient outcomes, and that’s happening in Ireland right now.”

One example involves AI-enhanced transcription tools used in emergency departments. Beyond producing more accurate transcripts, the technology can automatically populate referral documents and discharge letters.

“The technology can save consultants up to two hours a day per shift in the emergency department,” said O’Sullivan. “But it’s not just the time that’s being saved – that time is going back into patient care. That’s harder to quantify, but it means improved patient outcomes because consultants have more availability.”

While businesses are increasingly seeking ways to harness AI and data insights to improve decision-making and operational performance, O’Sullivan believes success depends on leadership taking a strategic approach.

“If an organisation simply says, ‘We need to use AI for efficiency,’ that doesn’t solve a problem,” he said. “You’re just using AI because you have access to it. That’s not how it works in reality.”

Instead, Forvis Mazars works with senior leadership teams to ensure AI becomes part of broader organisational strategy rather than a standalone initiative.

“Rather than having a separate AI strategy all the time, it’s about making AI part of the business strategy for the next number of years,” he explained. “Then you can align use cases with business goals, identify the problems you want to solve, and put the right governance and decision-making frameworks around them.”

Importantly, some of the most valuable AI opportunities are often identified by employees closest to day-to-day operations.

“Senior leadership aren’t always in the weeds of how everything works,” said O’Sullivan. “We often see the better use cases coming from junior staff and middle management.”

That makes governance particularly important. O’Sullivan notes that organisations frequently struggle with determining who should own AI initiatives.

“We’ve seen responsibility sit with technology, HR, marketing and operations,” he said. “The reality is there generally shouldn’t be a single owner. There should be executive-level accountability, but governance needs to be cross-functional.”

Security and workforce concerns also remain prominent as AI adoption grows. O’Sullivan believes both issues need to be addressed through education and structured governance rather than fear.

“The security element is never going to go away,” he said. “There will always be cybersecurity challenges, misuse risks and concerns around how data is handled.”

At the same time, he believes predictions of widespread job displacement have often overstated the reality.

“We still see concerns around jobs, but the way we alleviate those concerns is through training and awareness,” he said. “The only way to get beyond the headlines and the fear is to show people what AI is, how it works and how they can use it in their own jobs.”

Ultimately, he argues that successful AI adoption depends on one fundamental ingredient: data.

“Without good data, you can’t have good AI,” he said. “The tools don’t work if you don’t have good data.”

For organisations embarking on their AI journey, the starting point should be understanding their readiness.

“People are going to use AI,” he said. “If you ban everything, shadow AI will creep in and you’ll lose control of your data. The key is understanding where you are today, building the right governance structures and making AI part of your broader strategy.”

Last week, Consulting Director David O’Sullivan was featured in a Business Post article by Penny Gray.