Data & AI Strategy

Anthony Meyers

AI strategy and analytics leader focused on translating complex data, technology, and operating-model challenges into practical business value.

I write about AI adoption, analytics operating models, data platforms, insurance and risk, and building capabilities that improve real decisions.

Anthony Meyers

Areas of focus

Latest writing

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  1. Analyst Becomes a Conductor.

    In Horizon 2 the stakeholder begins, the agent does the first pass, and the analyst enters where judgment is needed. A conductor knows what each section should sound like and hears the one that is off. For an analyst, that means knowing the business well enough to see that a clean-looking result cannot be right. A lot of analytics work today happens in the back room. A request goes in, the analyst builds, and a deck often comes out days later, after the decision conversation has moved on. Once an agent does the first pass, building is no longer the scarce part. The value moves to the front room, where the stakeholder is looking at forty scenarios and needs someone beside her who can say which three to believe and why. Part 1 said analytics would come to people inside the tools they already use. In Horizon 2 the analyst has to come along with it.

  2. Analytics Is Leaving the Dashboard. The 2030 Analyst Is Already Taking Shape.

    Analytics is in the middle of a major shift. Artificial intelligence is redefining what it means to be an analyst, how teams are structured, and what value they deliver. The first wave changed how fast an analysis gets built. The waves still coming change who asks for it, who checks it, and who answers for it. Paulo Coelho wrote, "If you think adventure is dangerous, try routine. It is lethal." For an analytics team, the routine is the risk.

  3. Row Boats and Starships

    Somewhere in your organization right now, a team is drafting a proposal for a sophisticated new platform to fix a problem that a spreadsheet with three broken formulas is actually causing. Nobody has even opened the spreadsheet. The proposal already has a budget line and a launch date. The technology is almost beside the point. What's actually failing is order. Most organizations have stopped asking whether the simple fix would work before reaching for the disruptive one, whether that's AI, automation, a new platform, or whatever the current wave happens to be. Skipping that question gets expensive long before any advanced technology enters the picture.