Summary of Key Points
This article argues that in the era of enterprise AI, the delivery department often becomes the scapegoat for various issues—problems with sales orders and product releases are blamed on the delivery team. However, it is the delivery team that ultimately determines whether customers can actually use the products and whether the company can recoup its investment. More importantly, AI products must be tailored to the unique business needs of each enterprise to be effective. Delivery not only needs to ensure the products are successfully implemented but also contributes to their continuous improvement. Companies should no longer view the delivery department as a cost center but rather as a strategic asset.
1. Easy to generate sales orders, but difficult to collect payments? The delivery team bears the blame
Many AI companies appear promising: they may have hundreds of employees and generate tens of millions in annual revenue, yet most of their projects struggle with payment collection due to customers delaying acceptance of the products. What’s the problem? During sales demonstrations, AI systems perform flawlessly (they can answer questions and generate reports), but once they are implemented in the customer’s environment, they fail to meet expectations—business rules are unclear, historical data is unavailable, and system interfaces don’t work properly. Without tangible results, customers are reluctant to pay. This issue is even more pronounced in the AI era, as customers are purchasing “business outcomes” (e.g., improved sales efficiency) rather than mere features, placing greater pressure and risk on the delivery process.
2. Even the best products are useless if they don’t fit the company’s unique needs
Some SaaS companies have developed excellent AI products with well-designed scenarios and powerful capabilities, but customers still cannot use them. The reason is simple: enterprise AI is not a one-size-fits-all solution; each company has its own unique business rules and processes. For example, when a large company upgraded its CRM to an AI version, no one ended up using it because the strategies (such as how to follow up with customers and identify business opportunities) were not properly fed into the AI system. The resulting advice was often useless. These issues are not apparent during demonstrations, but delivery personnel must repeatedly communicate with business departments to clarify the specific operational procedures, ensuring the products can be effectively implemented.
3. In the AI era, delivery is more than just implementing projects; it also drives product evolution
AI products are still in their infancy, and many customers’ needs seem personalized, but they often reflect common industry challenges. Delivery personnel, who spend daily time with customers, are the first to identify these patterns. If the delivery team only focuses on completing projects without providing feedback, the products will not improve, leading to increasing delivery costs and turning the company into an AI customization firm (where each project requires a new customization). The value of the delivery team lies not just in completing projects but also in identifying and integrating common customer needs into the product to enhance its overall functionality.
4. Don’t treat delivery as a cost center; build it as a strategic capability
Many AI companies focus on products and sales (products determine the demonstration quality, and sales generate orders), but it is the delivery team that determines whether those orders can convert into revenue. Relying on a few exceptional project managers is insufficient; a comprehensive delivery system is needed:
1. Select the right people: The most important qualities for delivery team members are responsibility and a willingness to learn—young, motivated individuals can grow five times faster than experienced professionals.
2. Develop training methodologies: Train those who understand the projects best to turn their expertise into replicable processes (e.g., how to organize business rules and integrate data systems).
3. Provide support for new employees: New employees should be guided by experienced colleagues to avoid mistakes that could harm both customers and the company.
Enterprise services are like a “barrel game,” where the shortest plank determines the overall strength. Without a strong delivery team, no amount of sales orders will result in revenue. Delivery is not a cost center but a critical strategic capability that must be invested in.