"We're investing in AI." It's on the slide, everyone nods, and five people in the room just pictured five different machines: a chatbot, a forecasting model, a content engine, an autonomous agent with a corporate card, a spam filter someone's had running since 2019. Nobody notices they disagree, because one word covered all of it.
That's the most expensive word in your budget meeting. A label that means everything can't be budgeted, governed, assigned, or measured. You can't put a line item against "AI." You can't tell a board what you bought. You can't write a policy for a category that spans autocomplete and an agent issuing refunds in your company's name.
Here's the good news: "AI" is about to fade the way "electric" dropped off "electric light" - into infrastructure nobody bothers to name. That fade is an opening. Drop the umbrella term and a real vocabulary appears underneath it. The four things AI actually does. How each one gets built, which is where most of your bill and most of your risk quietly live. What each one has to earn before you can trust it in front of a customer. And the question the whole book turns on - which uses get to disappear into the plumbing, and which have to keep their name because being wrong about them costs too much.
Greg Kihlström has had more than 200 conversations a year with senior enterprise leaders who are all pouring money into the same one-word objective. Drawing on that vantage and a career spent making this work on Monday, not narrating it from the sidelines, he hands CMOs, CX and service leaders, and the CEOs and COOs above them a method they can run on any pitch, any tool, any line in next year's plan. Every example gets decomposed the same way, so it can't collapse back into "AI-powered" mush.
Stop saying "AI" in the rooms where money, accountability, and risk get decided. Then watch the conversation get specific enough to be worth having.
