As I prepare to begin my first year at the University of Michigan’s Ross School of Business this fall, I have been thinking a lot about how rapidly technology is changing the business world. One topic that seems impossible to ignore is artificial intelligence. Whether it is discussed in classrooms, boardrooms, or the news, AI is already transforming the way organizations operate and, therefore, the job landscape. Wanting to better understand these changes before starting college, I enrolled in a Coursera course taught by University of Michigan Associate Professor of Technology and Operations Andrew Wu. It focused on generative AI and business transformation and worked toward earning a professional certificate.
Going into the course, I expected to learn about the technology itself. What surprised me was how much of the content focused on people, strategy, and decision-making. Throughout the program, I explored how generative AI is reshaping business models across industries and how organizations can thoughtfully implement these tools. I learned how to identify business problems where AI can create value, match those problems with appropriate AI solutions, evaluate the impact of implementation, and determine what data is needed to make those solutions effective. Just as importantly, I learned about the importance of communicating with the many stakeholders affected by technological change.
These lessons connected directly to my interests in consulting and my future studies at Ross. Consulting is ultimately about helping organizations solve problems and make informed decisions. AI may provide powerful tools, but businesses still need people who can analyze situations, evaluate risks, and determine whether a solution actually fits the problem being addressed. Similarly, my interest in pursuing law in the future has made me increasingly aware of the ethical, operational, and societal questions that accompany emerging technologies. Understanding both the opportunities and limitations of AI will be essential in any career that involves advising organizations through periods of change.
One of the most interesting parts of the course was a case study about Hershey. At first glance, it seemed like a story about technology. By the end, I realized it was really a story about execution.
Hershey had the goal to modernize and digitize important business processes. However, the company rushed implementation, shortening its timeline significantly and attempting to roll out multiple major systems at once. The result was a large-scale failure that occurred during one of the company’s busiest sales periods. The lesson that stood out to me was that even the most promising technology can fail when organizations prioritize speed over preparation.
What fascinated me about this example was how such a costly outcome stemmed from decisions made during implementation rather than from the technology itself. The company lost approximately $100 million in sales because the systems could not effectively handle critical business operations during Halloween and Christmas times. While AI and other advanced technologies are often presented as revolutionary solutions, this case reminded me that they are not foolproof. Success depends on human planning, testing, training, and a disciplined process.
As someone who has grown up hearing constant excitement about artificial intelligence, I found it refreshing to study an example that highlighted its limitations. Organizations must understand their goals, evaluate potential risks, and ensure that new technologies are introduced thoughtfully to maximize its growing potential. Even the most advanced systems cannot compensate for poor planning.
The biggest takeaway from this course was that AI is a business issue. The organizations that benefit most from AI will not necessarily be those with the newest tools, but those that know how to implement them strategically. As I begin studying business at Michigan Ross, I hope to continue exploring how technology can help organizations solve problems while also understanding the responsibilities that come with adopting it.
The future of business will undoubtedly involve AI, but the Hershey case showed me that success is not determined by how quickly an organization adopts new technology. It is determined by how thoughtfully it does so. AI can analyze data, automate processes, and generate solutions, but it cannot (yet) replace human judgment, critical thinking, and accountability. As businesses continue navigating an increasingly AI-driven world, those qualities may become more important—not less.
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