Hitachi Vantara

Driving global web strategy and everything that takes to deliver the great customer digital experience that’s relevant, reliable, and accessible.

Senior Manager, Web & Digital Experience

Senior Manager, Web Operations

The Nav Thethi

An Author! A Speaker!! An Influencer!!!

I write and talk to educate business leaders by sharing my knowledge on customer experience (CX) and digital ecosystem (DX) to enable them for designing super cool digital experience.

Chief All-in-All

adplist.org

Mentor

Leaders Excellence at Harvard Square

Onboarding Advisor

CMO Council

The Advisory Board is comprised of prominent marketing executives and thought leaders from a diverse range of industries and globally-known brands. Acting as a conduit for knowledge exchange between marketers in North America and beyond, these voices serve as an invaluable guidepost as the CMO Council grows and builds new initiatives.

Advisory Board Member

California State University, Chico

As a member of Advisory Council for the Professional Development Program at California State University, Chico, I make contributions to enhance the reputation and quality of 'Digital Marketing for Executives' program through strategic review of executive education as well as helping to build value to the business community.

Advisory Council Member

Project Management Institute

Panel Member

NVISH Solutions

I worked with Hitachi Vantara marketing teams, and managed thought leadership programs, web/mobile app and large-scale projects from conception to delivery. Led cross-functional teams. Managed customer relationship, customer satisfaction, negotiated contracts, SOWs, handled escalations and priorities, and focused on account growth by leveraging opportunities.

Technical Account Manager

Owned customer relationship, customer satisfaction and led cross-functional teams to deliver software development projects and operational processes. Managed staff augmentation, negotiated contracts, SOWs, handled escalations and priorities, and focused on account growth by leveraging opportunities.

Senior Delivery Manager

Supervised cross-functional teams, external stakeholders and customers to handle releases using scrum / continuous integration and software engineering principles around "Enterprise Banking and Financial web services integration" and "Video streaming and advertising network" domains.

Project Manager Team Lead

Quark Software Inc.

Executed performance, load and systems testing by simulating different load scenarios using virtual users on products to identify and highlight bottleneck areas around scalability testing, maximum load throughput, stability testing, and system performance testing to analyze CPU/memory usage analyses, system process monitoring, network performance, syslog and event logging, execution traces, user-mode Linux, crash dump data.

Senior Software Engineer

I create the super cool “digital” customer experience. #B2B

Why so many AI investments underwhelm?

My latest article on Forbes argues that the majority of AI strategies stumble, not because the technology fails, but because of flawed strategic thinking and execution. It outlines 10 common missteps and offers leadership lessons to avoid them.  

Here’s how you can turn those traps into opportunities:

10 Pitfalls That Derail AI Efforts (with what leaders should do instead)

1. Chasing the tech instead of the use case: Adopting AI for its own sake, not to solve real business problems. Start with the value you want to unlock—not with a vendor name.
2. Picking too many priorities: Spreading AI investments too thinly. Focus on 2–3 high-leverage initiatives and pilot well. 
3. Treating AI like mature software: Expecting “install & go” simplicity. AI is an “evolving capability” — build incrementally.
4. Ignoring change management and culture. Overlooking how people will learn, trust, and adopt AI. Invest early in training, communication, and governance.
5. Assuming perfect data / ignoring data debt: Expecting AI to fix messy or siloed data. Clean your pipelines, unify taxonomies, and fix foundational issues.
6. Operating in stovepipes / organizational silos: Each business unit “does its own AI.” Foster cross-functional integration, don’t let AI live in silos.
7. Failing to define success metrics: No clear KPIs or ROI benchmarks. Tie AI projects to measurable business outcomes (revenue, cost, retention).
8. Letting pilots stall, never scaling: Proof-of-concept inertia. Build for scale from day one—design for production.
9. Neglecting ethics, bias, and risk: Blind spots in fairness, compliance, and trust. Embed responsible AI guardrails early.
10. Lack of executive alignment & accountability: No “AI owner” or alignment with leadership priorities. Make AI governance part of the leadership agenda.

What Leaders Should Do Differently?
+ Lead from impact
+ Design data-first
+ Elevate culture & adoption
+ Govern responsibly
+ Hold leadership accountable

Better ROI isn’t about hype, it’s about discipline.

Too many organizations treat AI like a magic wand. The ones that succeed treat it like a muscle: start small, connect to real value, and build responsibly.

READ THE FULL ARTICLE: https://nav.ac/czacn

Thanks to Forbes Coaches Council for the opportunity to share my perspective.

#AIstrategy #DigitalTransformation #BusinessValue #Leadership #AIMaturity #AIinBusiness #EnterpriseAI #ArtificialIntelligence #DataStrategy #InnovationLeadership #AIDrivenGrowth #ChangeManagement #AIGovernance #AIAdoption #ResponsibleAI #AIPitfalls #DigitalLeadership #TechStrategy #FutureOfWork #CIOInsights

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