Understanding AI: Don’t Be a Leeroy Jenkins in Tech!
Hey everyone, John here! You know, sometimes the tech world can feel like a really fast-paced video game, with new gadgets and ideas popping up all the time. It’s exciting, but it can also be a bit overwhelming. Today, I want to talk about a famous internet meme that, believe it or not, has some super important lessons for how companies handle new technologies, especially in the world of AI.
Our story starts with a guy named Leeroy Jenkins. Way back in 2005, Leeroy was playing a super popular online game called World of Warcraft.
Lila: Hold on, John! What’s World of Warcraft? Is it like a super old version of the games kids play today?
John:
Good question, Lila! Think of World of Warcraft (or WoW, for short) as a massive online playground where millions of people can play together at the same time. It’s an adventure game where players create characters, go on quests, fight monsters, and explore huge virtual worlds. It was, and still is, incredibly popular. It’s a bit like a digital fantasy world where you can be a hero, a wizard, or a warrior, and team up with friends to achieve big goals.
So, Leeroy and his team were on a really important mission in this game. They were carefully planning their next move, discussing every detail, making sure they wouldn’t mess up. But Leeroy, in a sudden burst of enthusiasm, just screamed his own name, “LEEROY JENKINS!”, and charged headfirst into danger, completely ignoring the plan!
As you can probably guess, his impulsive action totally ruined everything. His teammates were left scrambling, and the entire mission ended in a spectacular failure. It was funny, yes, but it’s also a perfect example of what not to do, especially in the world of big company tech projects.
The “Leeroy Jenkins” Effect in Tech: Rushing into New Trends
You might be wondering, “What does a video game mishap have to do with tech leaders?” Well, sadly, a lot! Just like Leeroy, many companies, especially in their IT (Information Technology) departments, tend to charge into new technology trends without proper planning. They want to be seen as innovative and “ahead of the curve,” but they often forget to ask crucial questions like:
- Does this new tech really fit our company’s needs?
- Do we have a clear strategy for using it?
- Will it provide long-term value, or is it just a shiny new toy?
Take something like cloud computing, for example. Many years ago, when it became popular, lots of companies jumped into it.
Lila: Oh, that sounds like a techy term! What exactly is “cloud computing,” John?
John:
Great question, Lila! Imagine instead of buying your own computer servers (which are like super powerful computers that store information and run programs) and keeping them in your office, you could just rent computing power, storage, and software over the internet from a giant company like Amazon or Google. That’s essentially cloud computing! It’s like switching from owning a house to renting an apartment – someone else handles all the maintenance, and you just pay for what you use. It can be super flexible, but if you don’t manage it right, costs can skyrocket!
Some companies used cloud computing brilliantly and saw huge improvements. But many others just moved everything to the cloud without really understanding how to manage costs, keep their systems organized, or even oversee the day-to-day operations. The result? Huge bills, messy systems that didn’t work well together, and frustratingly slow performance.
We’ve seen this pattern with other trends too, like service-oriented architecture in the early 2000s, and it’s happening again now with exciting new developments like generative AI and agentic AI.
Lila: Wait, wait! Generative AI and Agentic AI? Are those the really smart AI things we hear about everywhere? Can you tell me what they are?
John:
Absolutely, Lila! These are indeed at the forefront of AI news right now. Generative AI is a type of artificial intelligence that can create new things. Think of it like a super-talented artist, writer, or musician that can produce original content. For example, it can write stories, generate realistic images from simple descriptions, compose music, or even create code. It’s what powers tools like ChatGPT, which can have human-like conversations and write essays for you!
Now, Agentic AI takes that a step further. Imagine an AI that not only understands what you want but can also plan out steps and take action on its own to achieve a goal. It’s like having a super-smart personal assistant who, after you tell them what you want done (e.g., “Plan my next vacation”), can then go ahead and research flights, hotels, activities, and even make bookings for you, all on its own, reporting back on its progress. It’s about AI having more autonomy and problem-solving abilities to complete complex tasks.
Companies are super eager to adopt these new AI technologies, and rightly so! But sometimes they rush into deploying them as “experiments” without thinking about whether they truly align with what the company needs to achieve, or how they’ll measure success. This often leads to a tangled mess of technologies and a very low return on investment – meaning they spend a lot of money but don’t get much value back.
Why Do Companies Rush In? The Reasons Behind the Chaos
So, why do companies make these “Leeroy Jenkins” mistakes? It’s usually a mix of reasons:
- Pressure to Innovate: Executives feel they need to be first to adopt new tech so they don’t look old-fashioned or fall behind competitors.
- Vendor Promises: Tech companies selling these new solutions often make them sound like magic, promising incredible results and super-fast timelines, which can be very tempting.
- Speed Over Smart: Sometimes, IT leaders mistakenly believe that simply adopting a technology quickly means they’re being effective. They prioritize speed over smart, well-thought-out delivery.
A big part of the problem is that IT departments often “operate in a silo.”
Lila: “Operate in a silo”? What does that mean? Like, they’re in a tall, skinny building all by themselves?
John:
That’s a funny image, Lila! When we say an IT department “operates in a silo,” it means they work quite separately from the rest of the company. Imagine a farm with separate grain silos – each one holds something different, and they don’t easily mix. In a company, it means the IT team might be focused on cool new tech for tech’s sake, rather than thinking about how that tech directly helps the sales team sell more, or the customer service team serve customers better, or the finance team save money. They’re optimizing for the technology itself, instead of optimizing for what the company actually needs to achieve its bigger goals.
This separation means new technologies are often tried out in a “trial-and-error” way, instead of being chosen as intentional tools designed to bring real, measurable benefits. This leads to solutions that either don’t solve any real problems, become useless very quickly, or create something called “technical debt.” This is like building a house quickly without a proper foundation – it might look good initially, but you’ll have endless expensive problems later on. It’s the tech equivalent of Leeroy’s unplanned charge!
How to Avoid the Leeroy Jenkins Trap: The Smart Way Forward
So, how can companies avoid this chaotic approach? The answer is to focus on creating disciplined, long-term strategies for adopting technology. Each new tech initiative – whether it’s cloud computing, generative AI, or anything else – should be firmly tied to clear business objectives. Instead of just chasing buzzwords, companies need to ask: “What measurable goals are we trying to achieve with this?” For example, are we trying to:
- Increase revenue? (Make more money)
- Reduce costs? (Save money)
- Improve customer experience? (Make customers happier)
A big part of this smart approach relies on something called enterprise architecture.
Lila: “Enterprise architecture”? That sounds like building a giant building, but for tech!
John:
You’re actually not far off, Lila! Think of Enterprise Architecture (EA) as the master blueprint or detailed roadmap for a company’s entire technology landscape. Just like an architect designs a building to make sure all the rooms, pipes, and electrical systems work together seamlessly, an enterprise architect designs how all of a company’s software, hardware, data, and processes should fit together. It ensures that every new piece of technology or system is added in a way that makes sense, supports the business goals, and doesn’t create a messy, confusing, or expensive tangle. It’s about thinking strategically about the whole system, not just individual parts.
With a strong enterprise architecture in place, companies can grow their IT systems in a way that always matches their business needs, can expand predictably (scale), and reduces waste. It promotes systems that talk to each other, are managed effectively throughout their lifespan, and are introduced thoughtfully rather than impulsively.
A smart, deliberate approach means companies can:
- Test new technologies on a small, manageable scale.
- Set up rules and guidelines (governance) early on.
- Measure performance against clear success metrics, like ROI.
Lila: ROI? Is that like how much money you get back for what you spent?
John:
Exactly, Lila! ROI stands for Return on Investment. It’s a way to measure the financial benefit you get from something compared to how much it cost you. So, if a company spends $100 on a new AI system, and that system helps them save $150, then the ROI is positive and shows a good return on their money. It’s crucial for knowing if a tech investment was actually worth it!
By starting small and scaling thoughtfully, early wins build trust with decision-makers, and risks are kept to a minimum. True success in adopting technology means it directly contributes to things like making more money, saving costs, or making customers happier. By constantly checking their progress and adjusting their plans, companies can avoid the kind of reckless experimentation that puts entire tech budgets at risk.
A Better Way Forward: Smarter Tech, Better Results
The most successful companies treat their IT investments like long-term projects, rooted in their big-picture goals. Instead of just chasing every new trend to seem innovative, they truly transform by combining new technology opportunities with strong management, ongoing maintenance, and clear ways to measure success. As a result, these companies experience fewer failures and get much more value (higher ROI) from their tech initiatives.
They don’t lose trust with their leaders or customers, and they don’t waste time and money fixing problems caused by poorly planned systems. Most importantly, they show that IT’s job isn’t just to install software or buy new gadgets, but to consistently create real, lasting value for the entire business.
Leeroy Jenkins may be a hilarious piece of internet history, and it turns out his famous charge was even a bit of a joke or a spoof. But his impulsive approach is definitely not a model for anyone in a leadership position, especially when it comes to technology. Charging ahead unprepared—whether into a battle or into the next big AI trend—leads to chaos, missed opportunities, and failure. Tech leaders must get rid of this mindset and commit to careful, strategic planning, guided by clear frameworks and a focus on achieving measurable business outcomes. In the world of IT, success is rarely about just being fast; it’s about being aligned, executing well, and delivering lasting value. So, go watch the Leeroy Jenkins video – it’s genuinely funny – but please, don’t be a Leeroy Jenkins in your tech decisions!
John’s Take: It’s fascinating how a silly video game moment can teach us so much about real-world business strategy. It really underscores the importance of thoughtful planning and collaboration, especially with how quickly AI is evolving. Rushing in might feel like progress, but true progress comes from purposeful steps.
Lila’s Take: Wow, I totally get it now! It’s like when I’m baking a cake. If I just throw all the ingredients in without following the recipe or measuring anything, it’s probably going to be a disaster. Technology sounds the same – you need a plan, or you end up with a mess and wasted ingredients (or money!).
This article is based on the following original source, summarized from the author’s perspective:
IT leadership lessons from Leeroy Jenkins