Motti Finkelstein is the Corporate Vice President – Chief Information Officer (CIO) leading the Global IT organization at Intel Corporation. As CIO, Motti is focused on delivering digital business outcomes while optimizing and automating IT capabilities. The scope of his responsibilities includes data and analytics, IT support for Intel’s corporate functions and supply chain organizations, manufacturing IT, help desks, end-user technologies, architecture, and infrastructure. Motti is also an advisor for Capri Ventures and several startups (e.g., TrueFort, Velotix), and a Board Member of the American Friends of the Jerusalem College of Technology (Lev Academic Center).
I have a deep passion for technology and a keen interest in business, recognizing that the business dimensions of a technology company are equally as crucial as the technological innovations themselves. While technology can be intriguing on its own, its true transformative potential is realized when it effectively drives business value. This understanding underpins the efforts of our global IT teams, who are dedicated to aligning IT initiatives, including our custom GenAI framework, with strategic business objectives.
Many companies continue to impose restrictions on the use of GenAI due to concerns about data security and intellectual property leaks, which are indeed legitimate considerations. Nonetheless, GenAI will continue to grow and advance, and there is a strong demand among employees to leverage its capabilities. A conservative approach to emerging technologies, while potentially mitigating immediate risks, may inadvertently expose organizations to more significant long-term challenges. These include missing out on substantial opportunities for enhanced efficiency and growth, as well as the risk of losing technologically driven employees to more forward-thinking competitors.
In contrast, other companies have adopted a more permissive stance, allowing employees to experiment with GenAI with minimal oversight. While this approach may seem straightforward, it presents its own set of challenges, including unchecked proliferation of applications, accumulation of technical debt due to redundant efforts, inefficient resource use, and, most critical of all privacy, legal, cybersecurity, and data leakage concerns.
I see GenAI as a powerful business enabler through operational impact and employee empowerment. My goal is to optimize GenAI’s business value through standardization, tracking metrics, and strictly governing use cases.
Standardization. Our internally developed GenAI platform is highly scalable. The backend engine connects and runs various on-premises and cloud-based models and data sources, in a secure and governed fashion. The frontend provides employees with easy-to-use, no-code tools that they can use to create their own AI assistants. We’ve also created a OneAI bot that can be easily adapted for various purposes.
Using a single, standard AI architecture, business units and IT teams alike can efficiently infuse agentic AI throughout business processes. AI agents can improve customer experience, automate legal contract reviews, and answer “how do I…” questions. By funneling GenAI use cases into our enterprise GenAI platform, we help to ensure safe, responsible use of AI using approved, internally built capabilities.
We are also standardizing Intel employees’ AI experience by equipping them with AI PCs as part of our PC refresh cycle. This new breed of client device delivers a consistent, high level of performance for AI workloads. We foresee AI features being added to more and more applications, and our proactive approach avoids the added expense and effort of a mid-cycle PC refresh.
Tracking Metrics. Business value can’t be determined without measurable outcomes. We developed a GenAI dashboard that tracks every active GenAI use case across Intel. One part of the dashboard shows at a glance how many use cases are at which lifecycle stage, from proof of concept to development to production, and which use cases have been canceled or are in an early ideation phase. To date, we have nearly 450 active GenAI use cases, about 62% of which are in production.
Another part of the dashboard tracks the number of hours GenAI has saved and translates that to an estimated savings amount. So far in 2025, we estimate that GenAI has saved nearly 1 million hours and generated nearly USD 400 million in business value.
A third part of the dashboard shows the distribution of GenAI use cases across various categories, such as productivity, cost reduction, cost mitigation, and incremental revenue.
Overall, our GenAI dashboard enables us to achieve managed, intelligent growth of GenAI. It helps us prioritize the highest-value projects and determine which new GenAI framework capabilities can be used across multiple use cases, maximizing their business value.
Use Case Governance. We have established a managed intake process for AI use cases to continue identifying new AI opportunities and accelerating high-value projects while avoiding redundancy. The first two stages of the approval process are Intake and proof of concept (PoC). The PoC enables us to experiment and drive additional innovation. The results of the PoC drive a “Go/No Go” decision. Factors that affect AI use case approval include cost of implementation, redundancy with other solutions, usage, and value. Intel’s Information Security and Privacy teams are closely involved in the approval process, using a secured governance model to help ensure AI solutions that are built and used inside Intel follow our security, privacy, and other regulations for responsible AI requirements.
Once approved, a use case moves to the development stage, where product features are honed in a limited production environment. This stage allows us to explore the use case’s ability for enterprise scalability. If the use case gets the green light at the end of this stage, we deploy it and operationalize it for the highest possible business value. We also share our findings and results with the industry through our IT@Intel program, via white papers and our recently released Intel IT Annual Performance Report.
So, what’s next for GenAI at Intel? We will continue to enhance our GenAI framework, coupled with a concerted effort to promote its adoption across the entire organization. I am enthusiastic about the potential of GenAI to help chart a new course for Intel. We anticipate broadening our AI capabilities to integrate seamlessly into all core business processes, with a strong emphasis on ensuring the highest quality and reliability of our AI systems. This strategic focus will empower us to leverage our valuable data assets to cost-effectively scale our global business operations.