AI matters, that’s clear, and now we know what kind of team you need to harness it’s potential. The next challenge is getting it to work within your organisation.
The key is an in-house leadership team that can drive the successful integration.
From Strategy to Execution
“AI is a big component of what we sell… leadership really embraces us to make [technology] changes.”
Heloise Boiron, Senior Director Global Marketing Communications, Amex GBT
But even with leadership buy-in, implementation isn’t easy. This is precisely why having a strong in-house studio capability is critical, it bridges the gap between strategic intent and operational reality.
Let’s address the elephant in the room: most organisations have AI tools scattered across departments “like toys after a toddler’s birthday party,” as Nick described it. Marketing has one tool. Sales has another. Product team is using something completely different.
The result? Duplication, inconsistency, and wasted resources. A centralised in-house talent approach solves this fragmentation, creating unified standards and shared learnings across the organisation.
The AI Intern Analogy
Heloise described their approach to GenAI as “our collaborator, our intern.”
It’s the perfect mental model. Your AI tools can do a pretty good job with research and first drafts. They’ll follow instructions literally. They’ll work tirelessly.
“But you still need to look at it,” Heloise emphasised. Your in-house team provides the critical oversight that ensures AI-generated work aligns with your strategy and brand standards.
Avoiding the AI Slop Trap
Nick highlighted “AI slop” as a concern when everyone uses AI to produce more content, but nobody stops to ask if it’s the right content. As he noted, “As a customer, I want the right content at the right time, not necessarily you spamming me.”
While AI can dramatically increase content production, value comes from strategic relevance, not sheer volume. Using AI just to increase output is like using a fire hose to water a houseplant.
Your in-house team’s intimate knowledge of audience needs and brand standards provides the essential filter that ensures AI serves your strategy rather than simply generating more material.
Long-Term Commitment to ROI
Here’s a truth that vendors won’t tell you:
AI, the first year when you incorporate this into your business, you’re not making any ROI… it’s more of a long-term view.
Approach it as an investment in operational efficiency and long-term growth. Setting realistic expectations from the start prevents disappointment and abandonment later. Your in-house talent can help communicate these realities to leadership more effectively than external partners, who may have incentives to overpromise.
The Test and Learn Approach
“Test and learn AI,” Heloise advised. “The more you use it, the more you share use cases, the more it’s going to enable you.”
Start small. Try something. Fail a little. Learn a lot.
“We’re encouraging our people to have a growth mindset and experiment,” Heloise noted. This iterative approach, driven by your in-house team’s deep business knowledge, creates sustainable progress.
The Three Pillars to Success in Action
