When we all try to make it happen, it never does.                   [SEJ Letter from the Editor] Letter From the Editor: Stop Trying To Make âFetchâ Happen âIâll let you in on a secret: Your team is just as savvy as you are (if not more so), especially when it comes to their own projects, experiences, and challenges.â I wrote those words a few weeks ago, but Iâm reminded of them daily. They feel especially resonant today after meeting with SEJâs staff-led AI committee, which we recently formed to discover ways to work with AI. Note that I said âwith.â Not âagainst,â not âfor,â and certainly not âto develop our own.â It was that last part that I found myself discussing with them today. Watching how everyone â from industry subject matter experts to my not-terribly-tech-savvy parents â has reacted to AI fascinates me. The depth! The range! Itâs been everything from âThis is the end of the worldâ to âWe absolutely must, at all costs, win the race to beat ChatGPT build the best LLM, immediately.â Folks, we have a problem: Whenever thereâs a big new tech frontier, we all try to make âfetchâ happen. My colleague, Jennifer McDonald, explained this much better than I could: âA lot of VPs and C-suite [execs are] so far removed from the day-to-day processes, they just hear buzzwords in their circles of whatâs making other companies successful. And without any research, without any knowledge, they just run into their company and say, âWe need to do X!â because that's the next big thing, right?â Ding ding ding! Last week, I wrote that much of our work involves solving for the unknown, a.k.a. âXâ (in mathematics, anyway). But as Jennifer pointed out, that can create a pattern of too many players trying to jump onto âtHe NeXt BiG tHiNg,â without adequately evaluating our place in the market share created by it. It can make things too formulaic. When weâre all trying to come up with the same solution to the same newly-created âproblem,â we ultimately solve nothing. (I mean, hello. Look at what happened when everyone tried to create the coolest AR glasses. Just saying.) So whatâs an SEO professional or digital marketer bursting with innovative ideas to do, then? For starters: When the urge strikes to jump onto a trend, no matter how much you feel your business must get on board to keep up â please, I beg of you, give it a minute. Donât rush to make âfetchâ happen. But the even better, more tactical advice â which Iâve gathered only with the help of my aforementioned colleagues and team â is to use that pause to lean into what you already know, what you already do well, and what you could be doing better. Thatâs the starting point for determining if and how AI fits into your business model. It might mean something other than creating your own external-facing LLM. And it probably wonât look like what everyone else is building. But if done correctly, it could mean leveraging âthe next big thingâ to make the most out of your bona fide original ideas â something I insist AI still does not have â by optimizing the often tedious legwork between those ideas and the end product. And thatâs how we solve for X. Or Y. Or Z. In other words: Your best use case with AI or LLMs doesnât have to be the next big thing for the whole world to be the next big thing for your business. And that, my friends, will get you further than you think. Until the next one,
AZW Author Spotlight Amanda is the Editor-in-Chief of SEJ. A writer, editor, marketer, and âGolden Girlsâ superfan, she joined SEJ from HubSpot, where she ran the company's News & Trends program. Her byline has appeared in Thrillist, EcoSalon, and Fast Company. Find more of her work at [amandazw.com](. P.S. Hey, you. Yeah, you, behind the screen. Iâd love to know what you think of these letters. Did you [love it, like it, or not really your cup of tea?]( If you've got a second, let me know. You are receiving this as part of our SEJ Today Newsletter subscription: [Search Engine Journal](. Know someone who would want to read this article? [Send them this email](.
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