Evie.ai: Charting the career of an AI personal assistant
By December 2018, Evie the digital personal assistant (PA) had gained quite a following from prominent clients such as Unilever and Airbus. Powered by artificial intelligence (AI), Evie was so good that clients believed ‘she’ was human, expecting to greet ‘her’ in the flesh at meetings. Jin Hian Lee...
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2023
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sg-smu-ink.cases_coll_all-14572023-11-27T03:13:54Z Evie.ai: Charting the career of an AI personal assistant GOMULYA, David JOSEPH, Damien Lim, Wee-Kiat By December 2018, Evie the digital personal assistant (PA) had gained quite a following from prominent clients such as Unilever and Airbus. Powered by artificial intelligence (AI), Evie was so good that clients believed ‘she’ was human, expecting to greet ‘her’ in the flesh at meetings. Jin Hian Lee, Evie.ai’s co-founder, understood that gaining such high praise from clients was not enough. More needed to be done to jumpstart the fledgling start-up’s growth to the next level. But where should his focus be? There were signs that Evie could perhaps benefit from specialising in specific domains or be bolder and venture beyond the shores of Singapore, where the start-up was based since it began in 2014. How should Lee chart the ‘career path’ of Evie? What should he do? Unbeknownst to him, Lee would face a similar dilemma in 2020 when the global COVID-19 pandemic plagued the world. How could he cope with the challenges awaiting Evie.ai? This case is suitable for undergraduate, postgraduate, and executive education courses on entrepreneurship, strategy, and innovation. It can also be considered for topics related to digital transformation, automation, and issues concerning the impact of technological innovation on work. Students would be able to 1) apply concepts associated with entrepreneurial opportunity recognition and evaluation, e.g., bricolage, effectuation, and ‘bird in hand’; 2) understand the resource-based view on competitive advantage, specifically the role of AI in value creation; 3) identify different types of innovation (e.g., continuous versus discontinuous innovation; 4) apply the Blue Ocean Strategy framework. 2023-03-01T08:00:00Z text https://ink.library.smu.edu.sg/cases_coll_all/451 https://smu.sharepoint.com/sites/admin/CMP/cases/SMU-22-BATCH%20%5BPDF-Pic%5D/SMU-22-0038%20%5BEvie%5D/SMU-22-0038%20%5BEvie%5D.pdf?CT=1680143908121&OR=ItemsView Case Collection eng Institutional Knowledge at Singapore Management University AI and Machine Learning pivots Digital Transformation asia Start-ups entrepreneurial business strategy Entrepreneurial and Small Business Operations Strategic Management Policy |
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AI and Machine Learning pivots Digital Transformation asia Start-ups entrepreneurial business strategy Entrepreneurial and Small Business Operations Strategic Management Policy GOMULYA, David JOSEPH, Damien Lim, Wee-Kiat Evie.ai: Charting the career of an AI personal assistant |
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By December 2018, Evie the digital personal assistant (PA) had gained quite a following from prominent clients such as Unilever and Airbus. Powered by artificial intelligence (AI), Evie was so good that clients believed ‘she’ was human, expecting to greet ‘her’ in the flesh at meetings.
Jin Hian Lee, Evie.ai’s co-founder, understood that gaining such high praise from clients was not enough. More needed to be done to jumpstart the fledgling start-up’s growth to the next level. But where should his focus be? There were signs that Evie could perhaps benefit from specialising in specific domains or be bolder and venture beyond the shores of Singapore, where the start-up was based since it began in 2014. How should Lee chart the ‘career path’ of Evie? What should he do?
Unbeknownst to him, Lee would face a similar dilemma in 2020 when the global COVID-19 pandemic plagued the world. How could he cope with the challenges awaiting Evie.ai?
This case is suitable for undergraduate, postgraduate, and executive education courses on entrepreneurship, strategy, and innovation. It can also be considered for topics related to digital transformation, automation, and issues concerning the impact of technological innovation on work. Students would be able to 1) apply concepts associated with entrepreneurial opportunity recognition and evaluation, e.g., bricolage, effectuation, and ‘bird in hand’; 2) understand the resource-based view on competitive advantage, specifically the role of AI in value creation; 3) identify different types of innovation (e.g., continuous versus discontinuous innovation; 4) apply the Blue Ocean Strategy framework. |
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text |
author |
GOMULYA, David JOSEPH, Damien Lim, Wee-Kiat |
author_facet |
GOMULYA, David JOSEPH, Damien Lim, Wee-Kiat |
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GOMULYA, David |
title |
Evie.ai: Charting the career of an AI personal assistant |
title_short |
Evie.ai: Charting the career of an AI personal assistant |
title_full |
Evie.ai: Charting the career of an AI personal assistant |
title_fullStr |
Evie.ai: Charting the career of an AI personal assistant |
title_full_unstemmed |
Evie.ai: Charting the career of an AI personal assistant |
title_sort |
evie.ai: charting the career of an ai personal assistant |
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Institutional Knowledge at Singapore Management University |
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2023 |
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https://ink.library.smu.edu.sg/cases_coll_all/451 https://smu.sharepoint.com/sites/admin/CMP/cases/SMU-22-BATCH%20%5BPDF-Pic%5D/SMU-22-0038%20%5BEvie%5D/SMU-22-0038%20%5BEvie%5D.pdf?CT=1680143908121&OR=ItemsView |
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