Initial Situation and Problem Statement
At first glance, the WFP appears to face similar challenges to many other large companies when it comes to AI use cases. There have been some promising results in test cases, but there has been no systematic approach to conceiving, prioritizing, or implementing new use cases, leading ultimately to isolated developments with limited impact. Additionally, there is a lack of alignment on where these efforts should lead; there is no clearly articulated, coherent AI vision.
Furthermore, there are a number of unique challenges for the WFP: the organization is decentralized, which can make it harder to have a clear overview, communicate results, and promote initiatives efficiently. Data comes from all over the world with very different regulatory requirements, and while the Accelerator is fully dedicated to innovative solutions, there is no core KI team within the larger organization that could devote all its time to advancing this particular area of development. On the other hand, the results achieved by the solutions have the potential to immediately save thousands of lives.
In addition, the WFP has an immensely broad range of innovative products and services. As the very first step in developing an AI vision, it is important to look across the spectrum and then select those areas where the deployed team sees the greatest potential benefit in applying AI. Of course, defining clear focus areas becomes more complex as an organization's range of products, processes, and services increases.
Overall, the challenge for WFP was the lack of a systematic methodology for developing their AI strategy and, in particular, their AI vision, as well as an approach for finding the most beneficial use cases, prioritizing limited resources accordingly, and achieving the greatest impact.