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Product details
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Abstract

In February 2020, the director of Global Creative Intelligence at McCormick & Company, Inc (McCormick), was grappling with some challenges at his desk at the company's headquarters in the United States. Having been mandated to deploy Artificial Intelligence (AI) in developing new products-in partnership with IBM-he had been interfacing with over 500 product developers at the company's various locations worldwide. The director faced three managerial dilemmas: How should he get the company's product developers to trust the findings of AI? How could he teach and train AI to become smarter? And how should he deal with the global-local dynamics at McCormick in launching AI-engineered products?

Teaching and learning

This item is suitable for undergraduate and postgraduate courses.
Location:
Industry:
Size:
Large
Other setting(s):
2020

About

Abstract

In February 2020, the director of Global Creative Intelligence at McCormick & Company, Inc (McCormick), was grappling with some challenges at his desk at the company's headquarters in the United States. Having been mandated to deploy Artificial Intelligence (AI) in developing new products-in partnership with IBM-he had been interfacing with over 500 product developers at the company's various locations worldwide. The director faced three managerial dilemmas: How should he get the company's product developers to trust the findings of AI? How could he teach and train AI to become smarter? And how should he deal with the global-local dynamics at McCormick in launching AI-engineered products?

Teaching and learning

This item is suitable for undergraduate and postgraduate courses.

Settings

Location:
Industry:
Size:
Large
Other setting(s):
2020

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