从试验到价值：生成式人工智能推动企业重塑（英)

Making Reinvention Real with Gen AI From experimentation to impact2Making Reinvention Real with Gen AI | From experimentation to impactJack Azagury Group Chief Executive – Consulting LinkedInLan Guan Chief AI Officer LinkedInMuqsit Ashraf Group Chief Executive – Strategy LinkedInSen Ramani Lead – Data & AI, Global LinkedInMike Moore Principal Director – Accenture Research LinkedInAuthorsMaking Reinvention Real with Gen AI | From experimentation to impact3Making Reinvention Real with Gen AI: From experimentation to impactThe five imperatives—one year onTwelve months ago, in Reinvention in the Age of Generative AI, we forecasted that 2024 would mark a shift from “education and experimentation” to building the foundation for generative AI (gen AI) and delivering measurable value. We also introduced five imperatives—key areas for organizations to prioritize as they seek to harness gen AI and create material impact (see call-out box). Since then, we have analyzed over 2,000 gen AI projects delivered to clients, conducted surveys with more than 3,000 C-level executives and drawn on insights from our own practitioners (see ‘About the research’ for further details). This research reaffirms the enduring importance of the five imperatives, showing that organizations acting across all five are 2.5x more likely to realize enterprise-level results.1 Yet many still struggle—only 36% of surveyed executives say they have scaled gen AI solutions, and just 13% report creating significant enterprise-level value.2 Challenges around data readiness, process redesign and a lack of C-level sponsorship continue to hinder progress.But perhaps the biggest barrier concerns talent. Our research found that 3x more gen AI budgets are spent on technology than on people.3 While technology anchors any transformation, it’s the alignment of people, processes and technology that drives reinvention.In this context, how can organizations overcome these challenges—and make reinvention truly real—in the age of gen AI? This report reflects on the lessons we have learned from the past year of gen AI project delivery and provides actionable insights for leaders working to implement and scale this epochal technology.1 4 5 2 3 Lead with valueBuild an AI-enabled, secure digital coreClose the gap on responsible AIDrive continuous reinventionReinvent talent and ways of workingDefinition: Focus on bold, high-impact initiatives and business cases that drive reinvention in core processes. What’s new: Gen AI’s ability to “hack workflows,” tackle organizational silos and disrupt traditional business models and value chains can help to unlock growth from new services, channels and experiences. By driving integrated, mega-process transformations, these capabilities help organizations address core challenges in innovative ways and deliver greater end-to-end impact across processes.Definition: Build the infrastructure needed to scale gen AI effectively while creating differen