Generative artificial intelligence might sometimes be called a “game changer” for industries, which might refer to transformative impact and disruption.
That can happen in a number of ways, but measurably when a firm or industry is able to use an innovation to make significant shifts in market share, often by creating new markets or substantially altering existing ones. Think about search, social media or e-commerce in that vein.
A game changer can produce exponential revenue growth by creating new markets. Think Uber, Lyft, Airbnb. In other cases, revenue growth can come from changing value chains, such as any “direct to consumer” shift, where distributors are taken out of the distribution chain.
Game changers tend to have industry-wide impact, forcing all competitors to adapt or risk becoming obsolete.
Game changers also tend to recreate value chains and sources of value, usually manifested in revenue, profit margin or market share statistics, often by enabling new business models. Ad-supported technology products are a prime example.
Scalability--innovations that are broadly applicable--also is a hallmark of game-changing developments. The new technologies or practices should apply across many industries and functions. Innovations that affect a single industry are not generally “game changers.”
In that regard, machine learning or autonomous capabilities are more likely to be game changers than generative AI, even if GenAI has accelerated a shift in thinking about AI in general, in other forms.
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