In part two of this series on adopting new technologies, we dive into a realistic scenario that explores how cross-functional teams can effectively vet tools such as LLMs and Generative AI. Following a university director’s journey to investigate AI’s benefits and risks, the article highlights the necessity of a formal team charter and executive buy-in. By leveraging diverse expertise—from engineering to industrial process modeling—the team identifies critical risks, such as "hallucinations," that could impact donor relations. Ultimately, the story demonstrates how disciplined, collaborative research leads to strategic recommendations that prioritize institutional reputation over media hype.
Not-for-profits are increasingly interested in how Large Language Models (LLMs) and Generative AI can help them achieve more with finite resources. This Connections article explores the use of cross-functional "improvement teams" to vet these novel technologies. By leveraging a formal charter, senior-leader champions, and subject matter experts, organizations can move past the hype to find objective, data-driven solutions for their specific missions
With increased leadership turnover in higher education becoming a nationwide trend, what happens when a new leader starts—or, ideally, several months before they start? With prospect development’s deep knowledge of top prospects and advancement data and history, our teams are almost always well-positioned to play an important role in supporting these leaders as they get their feet under them.