The primary obstacle to adopting a shared platform model is cultural resistance. Teams accustomed to controlling their full stack view shared platforms as a loss of autonomy and a forced dependency. Overcoming this requires building a culture of trust and shared goals, not just proving the technological superiority of the platform.
To break down silos and encourage a platform mindset, Microsoft CEO Satya Nadella changed performance reviews. Every employee had to document how they contributed to the success of others, directly linking collaboration to their compensation. This made the cultural shift tangible and non-negotiable, moving beyond mere talk.
When a startup pivots, it often adapts its existing software instead of rebuilding. This leads to a convoluted codebase built for a problem the company no longer solves. This accumulated technical debt from a series of adaptations can hobble a company's agility and scalability, even after it finds product-market fit.
Treating ethical considerations as a post-launch fix creates massive "technical debt" that is nearly impossible to resolve. Just as an AI trained to detect melanoma on one skin color fails on others, solutions built on biased data are fundamentally flawed. Ethics must be baked into the initial design and data gathering process.
While a unified data platform is non-negotiable for AI, leaders should resist standardizing AI tools and frameworks too early. Given the rapid pace of innovation, it's better to allow for experimentation and "let the flowers bloom." This dual approach—a stable data foundation with flexible tooling—enables both governance and agility.
Before implementing AI, organizations must first build a unified data platform. Many companies have multiple, inconsistent "data lakes" and lack basic definitions for concepts like "customer" or "transaction." Without this foundational data consolidation, any attempt to derive insights with AI is doomed to fail due to semantic mismatches.