At a joint roundtable organized by Deloitte and ABSL, automation experts from the Global Business Services (GBS) sector concluded that many companies still lack a clearly defined artificial intelligence (AI) strategy. While interest in AI is widespread, participants warned that the absence of strategic direction is leading to fragmented projects and missed opportunities.
The core issue: missing strategic focus and balance
Experts identified the common problem as the lack of clear strategic objectives and use cases. Many organizations struggle to decide what they want to achieve with AI and how to align general‑purpose models with specific business challenges. As a result, isolated initiatives proliferate instead of converging into unified business value.
Governance and responsibilities: clarify rules before deploying technology
Speakers emphasized the need to establish governance structures before large‑scale technological rollouts. Roles, policies and operating models should be defined in advance. Several companies have already set up dedicated AI bodies—typically including IT, compliance and automation specialists—to create unified strategic foundations and ensure responsible AI use. These groups address complex issues such as data ownership and ethical operation.
Implementation models: from top‑down to bottom‑up
The discussion covered various implementation patterns, from leadership‑driven top‑down programs to employee‑led bottom‑up initiatives. Some firms use AI to transform core operations, while others stimulate innovation through internal accelerators and hackathons. These approaches help reduce fears around AI and foster a culture open to experimentation.
Use cases and payback periods
Practical examples presented at the roundtable included pricing and promotion optimization, detecting fraudulent product returns, and automated processing of emails and documents. AI‑based simulations and intelligent inventory management were also discussed. According to the experts, such applications can both improve operational efficiency and enhance customer experience, with typical returns on investment realized within 18–24 months.
Risks: don’t treat AI only as a cost‑cutting tool
Participants warned against seeing AI solely as a means to reduce costs, which can obscure revenue‑generating and capability‑building opportunities. They also highlighted differences between large language models and specialized solutions: while the former are powerful for text processing, they can be prone to inaccuracies, so high‑precision tasks may require more targeted tools.
Talent development and in‑house training
Talent development and reskilling emerged as recurring themes. Although Hungary has solid foundations in analytical and engineering competencies, the rapid pace of AI often outstrips formal education. Consequently, more companies are launching their own training programs to develop not only technical skills but also problem‑solving and proactive capabilities.
Public support and R&D incentives
The roundtable participants also noted the role of state support and R&D incentives in financing AI projects. These measures can allow companies to reclaim a portion of development costs, improving investment payback and encouraging innovation.
Human‑centered approach and data strategy
Experts stressed the importance of the human factor: both overestimating and rejecting AI are problematic. The goal is for technology to augment human capabilities, which requires expert involvement and continuous monitoring and tuning of outcomes. Finally, they underlined the significance of a robust data strategy: although modern AI can process unstructured data, high‑quality, consistent data markedly improves reliability, and aligning AI with data management systems remains a major challenge.
Conclusion: continuous learning and strategic perspective
The participants agreed that successful AI integration demands ongoing learning and adaptability. Companies that view AI not merely as a cost‑cutting instrument but as a strategic growth enabler—and that align vision, agile execution and a human‑centered mindset—will gain competitive advantage.
