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To gain a sense of the development of Artificial Intelligence (AI), this research analyzes what has been done in the past, presently in the last decade and what is predicted for the next several decades. The paper will highlight the biggest changes in AI and give examples of how these technologies are applied in several key industry sectors along with influencers that can affect adoption speed. Lastly, the research examines the driving triggers such as cost, speed, accuracy, diversity/inclusion and interdisciplinary research/collaboration that propel AI into an essential transformative technology.

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The authors present a new Framework of Artificial Intelligence which analyzes the key elements of transformational AI in industry. The State of the Art of Artificial Intelligence is gleaned from an examination of what has been done in the past, presently in the last decade and what is predicted for future decades. The paper will highlight the biggest changes in AI, important influencers to adoption/diffusion and give examples of how these technologies have and will be applied in three key industrial sectors, including agriculture, education and healthcare. Next the research examines seven driving triggers of cost, speed, accuracy, diversity/inclusion, interdisciplinary research/collaboration and ethics/trustworthiness that are accelerating AI development and concludes with a discussion of what are the critical success factors for industry to be transformational in AI.

The authors present a new country market selection model using a three filter/two phase approach to scanning: 1) a macro filter using mega aggregate country statistics (external environments) in the rough cut phase with “broad fit” company compatibilities (values, vision, goals, capabilities, management feel) and critical success factors (make or break issues); 2) anEM filter to consider and evaluate emerging country markets of potential, also in the rough cut phase, matching the EM factors “broad fit” with the critical success factors of the organization and 3) a micro filter using key success factors for the company and product, market structural factors, and industry/competition factors which produce a “narrow fit” in the diamond cut phase with the organization’s objectives, strategies and resources. The emerging markets will be given full consideration in this model and factors selected will be chosen with the “fit” of the specific company, product, strategies, internal and external environments pertinent to the unique blend of variables in the industry/organization.