Abstract
Via the examination of eight organisations in their strategic applications of conversational agents (CAs) and implementation pathways, we found CAs to support both operational and service innovations based on a mix of information-oriented, process-oriented, and relation-oriented capabilities of CAs. While some implementation considerations remain the same, such as need to involve users and develop their competence, this technological shift of CAs highlights the importance of attention to project management practices such as road-mapping and experimental approaches in order to learn how they can be applied and generate value.