32 Deploying Artificial Intelligence ^Top faster, build and deploy models seamlessly, and also help adhere to regulatory compliance, while retaining the data internally.78 The ORI factors, on the other hand, are more innate to incumbent firms than they realize. Even though AI technology is based mostly on open-source re- sources, making AI solutions very imitable, the less obvious resources, such as access to customers, are difficult to imitate.79 This is a competitive advan- tage that any incumbent can easily leverage. Also, the ability to attract and invest in talent is often second nature to most successful large firms. Cultural change is the only Achilles’ heel for most incumbents, but that’s fixable with consistent effort and a strategic approach encouraging adaptability. Creating a learning center to integrate the knowledge and experience into the firm and disseminate across managerial levels is the foundation for creating a change culture.80 Given the low barriers to entry in the space of AI technology, culture could be the defining factor for success. One very important thing to note while considering this matrix is to have a clear use case in mind, one that leverages the firm’s core competencies. This will make the ORI and TRI evaluation more tangible and inform clearer decisions. Especially for making long-term investments, it’s advisable for the firm to identify specific use cases in the lines of business that are of priority to 78 Martin Giles, “JPMorgan’s CIO Has Championed A Data Platform That Turbocharges AI,” Forbes: CIO Network, December 12, 2019, https://www.forbes.com/sites/martingiles/2019/12/12/jpmorgan-chase-ai-banking-model/. Jeremy Hermann and Mike Del Balso, “Meet Michelangelo: Uber’s Machine Learning Platform,” Uber Data (blog), Uber Engineering, September 15, 2017, https://eng.uber.com/michelangelo-machine-learning-platform/. 79 Makadok, Richard, “Can first-mover and early-mover advantages be sustained in an industry with low bar- riers to entry/imitation?,” Strategic Management Journal 19, no. 7 (1998): 683-696, https://www.jstor.org/sta- ble/3094150. Christine Oliver, “Sustainable Competitive Advantage: Combining Institutional and Resource-Based Views,” Stra- tegic Management Journal 18, no. 9 (1997): 697-713, https://www.jstor.org/stable/3088134. 80 Rita Gunther McGrath, Ian C. Macmillan, and Michael L. Tushman, “The role of executive team actions in shaping dominant designs: Towards the strategic shaping of technological progress,” Strategic Management Jour- nal 13 (1992): 137-161, https://doi.org/10.1002/smj.4250130910. Satyendra Singh, Yolande E. Chan, and James D. McKeen, “Knowledge Management Capability and Organization- al Performance: A Theoretical Foundation,” Organizational Learning, Knowledge and Capabilities Conference paper, University of Warwick, Coventry, UK, March 20-22, 2006, https://warwick.ac.uk/fac/soc/wbs/conf/olkc/archive/ olkc1/papers/144_singh.pdf.