The students worked on a case study in recruiting. They began by exploring using AI as a simple tool for isolated tasks, such as screening hundreds of CVs for keywords.
They then began seeing it as a collaborative partner to ask more fundamental questions: how do we identify the skills that predict long-term success? How can we uncover hidden talent from unconventional backgrounds?
This partnership led to a deeper realisation: the right strategic move wasn’t just for a company to use an AI tool, but to build a new business where the AI is part of the product.
Their conversation shifted from using AI to make hiring faster, to designing a recruitment service whose entire business model was an AI platform that matched a company’s culture with a candidate’s potential. We saw a narrow, tool-based mindset replaced by a more holistic and strategic perspective.
One student wrote: “Instead of seeing AI as something to bolt on, I now see it as a core design decision.”
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