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1、Better together How hybrid by design fuels your ecosystem engineIBM Institute for Business Value 2By 2026,40%of total revenue for the largest 2,000 organizations globally will be generated by digital products,services,and experiences.1 Are we seeing the last vestiges of analog?Its looking like it.Su

2、re,we still need sleep,sustenance,and oxygen,but beyond corporeal necessities,much of our world is going digital.This digital gold rush isnt just about going onlineits about a fundamental shift in how businesses interact and innovate.Forget lengthy product development and innovation cycles.Today,org

3、anizations must be agile,adaptable,and willing to take risks to stay ahead of the curve.Speed,experimentation,and iteration rule the day.Gone are the days of isolated competition.The coming era will also be defined by collaboration,with enterprises forging alliances and building robust ecosystems to

4、 deliver the most comprehensive digital experiences.It has become a“my ecosystem is better than your ecosystem”competitive environment.Imagine car companies partnering with fitness trackers,or traditional retailers offering financial servicesindustry walls are dissolving as enterprises recognize the

5、 power of working together.This digital transformation will also empower new players,from cloud-based tech providers to cybersecurity experts.No company can go it alone in the digital age.Strategic partnerships,joint ventures,and collaborations with startups,developers,and industry leaders have beco

6、me essential for success.They are so essential that 55%of business leaders say changing strategic priorities will require reconfiguring core partnerships.2 But this partnering imperative brings its own set of challenges,from intellectual property gray zones,to integration complexities,data-sharing d

7、ynamics,cultural change and alignment,joint governance,and shared innovation and investment.Better togetherHow hybrid by design fuels your ecosystem engineThis is the fourth in a series of reports on how to design and implement your organizations “Great Tech Reset,”using a method we call hybrid by d

8、esign.In this installment:how hybrid by design can help you design cloud-supported,gen-AI-fueled ecosystems.“We believe there are two dimensions in digital transformation:one is internal,and the other is external.”XiaoLong HE Chief Information Officer,Vice President of Digitalization,Tianshan Materi

9、al Co.,Ltd.,Chief Technology Officer,Infosys332Hybrid by design and ecosystemsHybrid by design integrates multiple clouds,gen AI,and business environments from the outset,creating a unified,cohesive ecosystem.This approach helps organizations leapfrog the usual ecosystem hurdles in multiple ways:Sma

10、sh data silos.Hybrid by design shatters the data silos that plague traditional ecosystems.Imagine seamless data exchangeno more wrestling with incompatible formats or clunky integrations.This unlocks powerful automation and application portability,letting your teams focus on innovation,not data wran

11、gling.Develop a single pane of glass.Managing a multicloud,AI-powered landscape can feel like juggling flaming chainsaws.Hybrid by design brings order to the madness.It offers a single pane of glass for managing all your cloud ecosystem environments.Complexity melts away,freeing up IT resources for

12、strategic initiatives.Bend,dont break.Enterprise needs are like the weatherever-changing.Hybrid by design builds in elasticity and resilience.Your systems across the ecosystem can dynamically scale up or down based on demand,ensuring high availability and minimizing downtime.Its like having a built-

13、in shock absorber for the unexpected.Future-proof.The only constant is change,and hybrid by design embraces it.This approach keeps your infrastructure future-proof.As new cloud services,AI advancements,and disruptive innovations emerge,youll be ready to seamlessly integrate them into your thriving e

14、cosystem.Imagine having a constantly evolving,best-in-class tech stack at your fingertips.Hybrid by design is about being intentional,mixing elements together in a system better than the sum of its parts.Organizations typically have maintained traditional ecosystems that worked in a very physical wo

15、rld.But as we progress toward digital,the skills and resources an ecosystem provides must change as well.Critical areas such as software development,data science,AI,cloud,infrastructure,and cybersecurity are now vitally important when selecting the right partners.Hybrid by design means bringing new

16、discernment to your ecosystem,designing for the best mix of partners in a digital-first environment.A hybrid-by-design approach can help with these challenges.It requires intentionally designing and integrating different components and relationships to create a system thats greater than the sum of i

17、ts parts.For instance,it could involve integrating different business models,such as subscription-based and pay-per-use,to create a more diverse and resilient revenue stream.In a hybrid-by-design model,organizations bring together different technologies,such as artificial intelligence and cloud comp

18、uting,to create new and innovative solutions.The model fosters relationships between different types of organizations,such as startups and established companies,to promote collaboration and knowledge sharing.Overall,a hybrid-by-design approach to ecosystems can help create a more resilient,innovativ

19、e,and adaptable system thats better equipped to respond to the complexities and challenges of the modern world.New rules of engagementIn this new world,organizations must possess a unique set of skills and competencies compared to what they needed even in the recent past.Today,they need a deep under

20、standing of digital technologies and their applications,along with strong partnership-building skills.They need to be able to navigate the intricacies of collaborative work.And they need the capability to leverage data and analytics for everything from product development to reimagined customer enga

21、gement.Its a Darwinian conundrum;as enterprises figure out the ins and outs of being digitally led,they also urgently need to partner successfully with other enterprises who are on a similar journey.Those that adapt,innovate,and partner effectively will thrive,learning“how to ecosystem”effectively.D

22、eciding what strategic needs their ecosystem serves will guide how they choose partners,from skills,to industry expertise,and more.34Our research identified three things every leader needs to know about using hybrid by design to supercharge ecosystems:02 01 03 What to doGen AI has blown up your ecos

23、ystem.What to knowSquare your tech triangle.Dont be a spectator.Make your move.Protect the innovation lane.Moonshot collaboration bets will decide industry titans.The innovation carpool lane needs guardrails.454456What you need to know:6Gen AI has blown up your ecosystem.01Remember the cozy days of

24、picking a handful of partners and riding that stable to digital nirvana?Despite high hopes,nirvana didnt materialize.Generative AI just blew up that strategy.The enterprise cloud landgrab lit the ecosystem fire.And generative AI is pouring gasoline on it.The resulting inferno demands a complete reth

25、ink of how you build strategic partnerships.Why?Because gen AI is an innovation explosion.Its the tech equivalent of reinventing the wheela fundamental shift that is redefining entire industries.More than two-thirds(69%)of organizations say they will get to open innovation with gen AI by 2025.3 But

26、thats not an easy road to travel.Thirty-eight percent of executives admit their organizations lack the in-house expertise to adopt generative AI for innovation.4This disconnect is driving the Great Tech Reset,in which organizations are completely rethinking their IT estate.As part of that rethink,th

27、eyre scrambling to build new partner ecosystems specifically designed for the gen AI era.And the stakes could not be higher.The right partnerships can give enterprises a huge head start on capitalizing on the power of AI.Consider this:For CEOs in 2024,product and service innovation is the number one

28、 priority.5 Theyll have to partner differently to achieve this goal because no one organization has everything it needs in-house to accomplish digital innovation.More than half(56%)of executives say strategic partners were highly important or critical to the success of their more recent large-scale

29、tech programs.6 And 74%say they select teams of strategic partners to execute most or even all of their tech programs.7 Seventyone percent are planning to or are already building a gen AI large language model(LLM)with a strategic partner to sell as a service.7“We dont want to build everything.We wan

30、t to leverage our technology partners AI capabilities.Informa only builds where we can truly dif-ferentiate ourselves and were clear about what that means up-front.We will be strategic on our choicesreally clear and deliberate up front about what we want to buy versus build,who we want to buy from,a

31、nd how we go about wholesale skills development.”Mark Breslin Chief AI Officer,Informa PLC76Moving outside of your comfort zoneThe bottom line:forget the comfort of your old partner circle.The gen AI era demands a dynamic,ever-evolving ecosystem brimming with the right expertise.Organizations that e

32、xcel in ecosystem engagementthe ones significantly outperformingare already reaping the rewards in revenue growth.They experienced 24%higher revenue growth over the past three years compared to other enterprises.8 Dont get left behind.The gen AI revolution is here,and the right tech partner ecosyste

33、m is your passport to success.Hybrid by design makes it markHybrid by design encourages experimentation and prototyping to test new ideas and solutions,which is especially helpful in a gen AI environment because ecosystems need to move fast.It allows organizations to iterate and refine their approac

34、hes to ecosystem engagement in a rapid,agile way.By involving stakeholders in the design processa key element in a hybrid-by-design approachorganizations can build trust and foster collaboration.A sense of shared ownership and responsibility for the ecosystem makes a competitive difference.Because o

35、f the level of collaboration hybrid by design requires,it can help enterprises identify opportunities for innovation and entrepreneurship within their ecosystem.The type of tech initiatives organizations plan to explore with strategic partners over the next two yearsOutsourcing work to a gen-AI-enab

36、led proBuying gen-AI-ready data from a strategic partnerBuilding an L with partnersBuilding an L your org can sell?as a service?Building an L for your orgs exclusive useSubscribing to a strategic providers industry-specifc LUpgrading to new versions of partner AI tech with embedded gen AINot likelyS

37、omewhat likelyVery likelyAlready planningAlready doing38%20%18%24%9%23%9%9%23%28%2?%9%10%1?%10%2%2%4%3%3%3%3%41%3?%40%39%3?%32%30%21%30%31%2?%22%22%7How gen AI is changing the way we partnerGen AI is changing the nature of ecosystems by disrupting value chains,enabling new entrants,fragmenting indus

38、tries,fostering co-opetition,increasing interdependence,and raising regulatory and ethical challenges.As ecosystems evolve with gen AI,heres what you can expect.Gen AI raises new regulatory and ethical concerns,such as data privacy,bias,and accountability.Ecosystem players must work together to esta

39、blish standards,guidelines,and best practices to help ensure responsible AI development and deployment.98Gen AI is reconfiguring value chains by enabling new business models,such as AI-as-a-service,and disrupting traditional relationships between suppliers,manufacturers,customers,and constituents.Th

40、is forces ecosystem players to adapt and reposition themselves to remain relevant.For example,a coffee retailer buys beans from a roaster,who sources from a farm.Enter a company offering an AI-as-a-service platform for customized coffee blends and roasts.The retailer bypasses the traditional roaster

41、 and manufacturer,ordering directly from the farm.The farm gains direct access to customers and optimizes production and pricing.The roaster,no longer needed,must adapt by offering additional services.The traditional value chain is disrupted,with relationships reconfigured.The retailer gains control

42、 over blends and roasts,allowing for customization and quality.The farm benefits from direct access and increased revenue,while the roaster must adapt to remain relevant.Value chain disruptionInterdependenceRegulatory and ethical challengesEcosystem players are more dependent on each other than ever

43、,relying on partners in newer areas like data and AI-fueled analytics.This interdependence can lead to new opportunities for collaboration,but also increases risk.In the digital healthcare ecosystem,a medical device manufacturer relies on a data analytics company to provide insights on patient data.

44、Meanwhile,the analytics company relies on the device manufacturer to provide accurate and high-quality data.This interdependence creates a mutually beneficial relationship,allowing both companies to improve their products and services.For instance,the device manufacturer can use the analytics compan

45、ys insights to develop more effective treatments,while the analytics company can use the device manufacturers data to refine their algorithms.But,if the medical device manufacturer fails to provide accurate and high-quality data,the analytics companys insights may be compromised,leading to inaccurat

46、e diagnoses or ineffective treatments.And if the analytics companys algorithms are not robust enough to handle the complexity of the data,the device manufacturers products may not be optimized for effective treatment.Niche ecosystems emerge within larger industries,as organizations focus on specific

47、 applications or use cases.This fragmentation leads to new opportunities for specialization and collaboration,but also increases complexity and the need for interoperability.For instance,in healthcare,AI diagnostic platforms optimize services for specific patient populations,such as cancer or pediat

48、ric patients,improving accuracy and efficiency.Niche ecosystems emerge,each focused on a specific application or use case.Fragmentation Gen AI is fostering co-opetition,where enterprises collaborate on AI development while competing in other areas.This leads to new partnerships,joint ventures,and st

49、rategic alliances,which can drive innovation and growth.For example,an autonomous driving platform could bring together leading automakers,Tier 1 suppliers,and startups to co-create a comprehensive autonomous driving ecosystem.Co-opetition and partnerships9 What you need to do:High-ROI tech programs

50、especially those driven by gen AIdemand a collab-orative ecosystem of tech providers.The hybrid-by-design tech architecture framework defines the capabilities required to deliver the program and the role each tech provider plays.Move from procurement to partnership.Ditch the RFPs built on lowest-bid

51、der logic.When you add partners for their digital capabilities,you tend to get what you pay for.Identify partners who understand your goals and can co-create solutions with a shared vision.Look for partners with a proven track record of integration and a willingness to share accountability for progr

52、am delivery and business outcomes.And dont discount existing partnerships that support current ways of operating that prove valuable.Make collaborative design the rule.Dont treat your partners like afterthoughts;remember,in a hybrid-by-design model,they are deliberately woven together in a system gr

53、eater than the sum of its parts.Integrate them into the design process from the very beginning.This fosters a shared understanding of the program objectives,the architecture needed to achieve them,and the operating model for ongoing success.A collaborative design process ensures everyone is rowing i

54、n the same direction.Replace service level agreements(SLAs)with SLAs+shared objectives and key results(OKRs).Forget outdated SLAs that solely focus on uptime.Establish a framework that combines SLAs with OKRs it can revolutionize the way teams work together.This aligns everyones incentives toward ac

55、hieving the desired business outcomes,not just maintaining the technology stack.Put another way,this approach shifts the focus from merely ensuring uptime.SLAs outline the service quality and performance expectations,while OKRs define the desired outcomes and measurable results.This collaborative fr

56、amework fosters a culture of shared goals,increased accountability,and improved overall performance.Hybrid by design focuses on a crucial trio:programs driving business results,the architecture to build and integrate them,and the operating model to keep it all humming.This may sound complete,but its

57、 missing a crucial piece:a strategic partner ecosystem.Organizations need partners who are invested in their success,not just selling the latest shiny object.Its time to stop managing vendors and start building partnerships for a future-proof,results-oriented enterprise.Heres how to square your tria

58、ngle and build a winning ecosystem:9The bottom line:forget the comfort of your old partner circle.Square your tech triangle.0110The next wave of industry titans will be built on hyper-collaboration and will center on the big tech plays that have the boardroom abuzz.From gen AI to platforms,the bigge

59、st tech trends are no longer the sole domain of individual enterprises.They require a level of collaboration and cooperation that was previously unimaginable.The winners will be those who can bring together unlikely allies,former competitors,and industry outsiders to drive innovation and growth.Two

60、patterns help drive this push within industries.First,organizations are no longer trying to be everything to everyone.Instead,theyre focusing on specific customer journey segments and teaming up with organizations that share their customer base.This laser-like focus is enabling them to deliver hyper

61、-targeted experiences that were previously impossible.Second,the most forward-thinking organizations are using tech to bring industry partners together,leveraging collective expertise to redefine products,services,or entire categories of both.This level of collaboration is redefining the very fabric

62、 of industries and creating new opportunities for growth and innovation.For instance,a hybrid-by-design approach to education can integrate different educational platforms,such as online courses,degree programs,and apprenticeships,to create a more personalized and effective learning experience.This

63、can improve student outcomes,increase accessibility,and reduce costs.Here are a few more examples of industry enterprises banding together for greater impact.Banking customers are used to being able to do most of their banking on a smartphone.Embedded finance extends banking services to much broader

64、 parts of the customers journey through life:shopping,big expenses such as buying a car or buying a home,going to school,getting healthcare services,and so on.Instead of deciding to make a purchase and then thinking about how to pay for it later,embedded finance provides the customer with financing

65、options directly at the point of purchase.Done well,this is good for the customer,the seller,and the bank.Seventy percent of banking executives say that embedded finance is either core or complementary to their strategy.9 Consider the partnerships required to deliver this play.The bank and the selle

66、r,obviously,but also the key tech providers for both parties.Each seller(the online retailer,the healthcare clinic,the online university)must link their mobile app to the banks services,requiring tech partners from both the seller and the What you need to know:10Moonshot collaboration bets will deci

67、de industry titans.Case in point:Bankings big ecosystem bet:Embedded finance1102111010bank.The bank needs to build a platform that can handle transactions with the seller and customer.That platform is going to be built on cloud infrastructure,so a variety of cloud service providers will be involved.

68、Theres a great deal of value to be had,but there are a lot of moving parts and many parties that need to build,operate,and integrate digital products while collaborating across multiple organizational boundaries.11“Establishing a modern hybrid cloud architecture that enables easy access to data acro

69、ss the enterprise,the ability to leverage the potential of emerging technologies such as generative AI,and participation in a robust ecosystem of partners is paramount to a successful banking strategy in todays industry.”10 Shanker Ramamurthy Global Managing Partner Banking&Financial Markets,IBM Con

70、sulting.12Industrial manufacturing has been a hotbed of digital innovation in recent years.The Internet of Things(IoT)embeds manufactured products with tags and sensors that turn every product into a source of data.Factory floors have been reinvented with robotics and with predictive analytics,makin

71、g manufacturing the leading edge of machine learning in a broad trend toward“Industry 4.0”and a growing ecosystem to support it.Digital twin technology is a big digital bet that creates a virtual replica of a physical thing or a physical system.Digital twins can simulate something youre trying to ma

72、ke(an airplane engine)or something youre making to make something else(the robots on a Case in point:Industrial manufacturing ecosystems transition from smokestacks to smart factoriesIf youve been in a new car recently,especially in a fully electric vehicle,youve seen that cars have become computer

73、screens on wheels.Were far beyond synchronizing your mobile phone to the cars navigation system.Todays cars are running millions of lines of computer code.Software is making the car run better and scanning for maintenance problems,and its delivering an online experience to the driver and passengers.

74、Its alerting the driver to hazards.Most importantly,the car is consuming and generating streams of data,and the connected car play is about turning that data into business value.The ecosystem of partners for connected cars is big and complex:the car manufacturer,tech partners that build and maintain

75、 the various software packages onboard the vehicle,companies that supply parts that connect to the cars software-driven“central nervous system,”consumer electronics firms that build the big-screen dashboard,and so on.Since todays cars are fully online with mobile and wifi communications,telecom prov

76、iders have also become key partners.Today the connected car ecosystem adds two additional industries:energy and insurance.Energy companies have an interest in providing the charging stations for electric vehicles and providing(through their own partners)the applications for billing the car owner for

77、 each charge.And of course they have an interest in the EV charging data,as does the car manufacturer.Insurance companies have been building smartphone applications that can sense how the car is being driven.Cautious drivers will get better insurance rates than speedy,aggressive drivers.And insuranc

78、e companies are anticipating the day when fewer people buy cars and more consume“mobility services.”What does car insurance look like in a world where drivers pay by the minute for the use of a car,or when the car drives itself?Connected cars are linked through software and data.Every player in the

79、connected car ecosystem is in the digital products business and must find ways to connect data and applications with the other players.Cars have been so thoroughly reimagined by software and data that car execs predict that soon they will outsource the work of building vehicles(to more partners)and

80、focus on the digital elements of the mobility industry.Case in point:Connected cars and the software-fueled ecosystem stampede13factory floor).Using digital twins to design and manufacture products permits rapid design experimentation and permits the simulation and analysis required to optimize perf

81、ormance and predict product failures.This trend is crucial for reducing downtime and improving operational efficiency.The partner ecosystem for digital twins features product manufacturers,companies big and small that build the digital twin software,companies that build the high-powered hardware the

82、 software requires,and specialty tech vendors that build systems for managing and processing the huge volumes of graphics data that create the digital twin.Partnership ecosystems based on generative AI with hybrid cloudThe common thread across industries is hybrid cloud.Every ecosystem partner in ev

83、ery example is building digital products or consuming data from a partners digital products.And those digital products are being built and operated on hybrid cloud architectures.Platforms are another common thread.Each of these industry examples requires a shared space to access to each partners dig

84、ital services and to exchange and manage the data flowing across the ecosystem.Those platforms make these partnerships possible,and theyre built on hybrid cloud.Gen AIs advanced machine learning capabilities can optimize and automate the management of hybrid cloud environments,ensuring seamless data

85、 exchange and integration across different systems and partners.This enables the efficient building and operation of digital products,as well as the secure and reliable exchange of data,ultimately facilitating successful partnerships and driving business growth.What you need to do:Hybrid cloud makes

86、 it possible for organizations to improve the customers experience by co-designing and co-op-erating digital products.The hybrid-by-design approach provides the common blueprint these boundary-spanning business partnership plays require.14Dont be a spectator.Make your move.02Empower your corporate v

87、enturers.Dont leave this critical task to chance.Charter your corporate ventures team to actively identify and engage potential partners who share your vision for disruption.Develop a robust partner identification framework,leveraging data analytics and market research to pinpoint potential partners

88、 that align with your vision.Regularly review and refine your partner engagement strategy to ensure it remains effective and efficient.Forget the solo actthe future of innovation is a synchronized group effort.Heres how senior executives can lead the charge in forging powerful partnerships that coul

89、d redefine entire categories,using hybrid by design to power up partnering:Put out the welcome mat.Forget RFPs if you want true innovation.Traditional bidding processes stifle creativity.Host joint“Customer Journey Deep Dive”workshops with potential partners.Explore shared customer segments and unea

90、rth hidden opportunities for co-creation.By departing from traditional RFPs,youll unlock a more agile and iterative approach to innovation.Joint workshops allow you to use design thinking principles to immerse yourself in the daily struggles and triumphs of your target audience.This experience will

91、enable you to identify unmet needs,uncover hidden pain points,and develop solutions that resonate deeply with your customers and constituents.Build a shared data swim lane.Establish a secure data-sharing environment(anonymized if needed)with potential partners.Leverage AI to analyze combined custome

92、r data,uncovering hidden affinities and purchase patterns across segments.This not only identifies lucrative co-marketing opportunities,but also paves the way for high-impact joint ventures.Think niche product bundles,targeted loyalty programs,or even entirely new service offerings catering to these

93、 previously unseen customer sweet spots.151416Todays tech landscape demands a fast lane for innovationa high-speed ecosystem where your organization,partners,and regulators cruise toward groundbreaking advancements.But ecosystems need clear standards and governance to truly accelerate.With the trans

94、formative potential and inherent risks of generative AI,the days of “figure it out as we go”simply wont cut it.Although 75%of CEOs surveyed say trusted AI is impossible without effective AI governance in their organization,only 39%say they have good generative AI governance in place.11Heres why stan

95、dards and governance are the unsung heroes that will speed your ecosystem journey:Going further,faster,togetherImagine a highway where everyone makes their own rules.Chaos,right?Ecosystems are no different.When partners,vendors,and regulators all operate under a shared set of principles,collaboratio

96、n takes flight.Streamlined processes,clear expectations,and a common understanding of risks allow everyone to move faster and achieve more impactful results.Taming the gen AI frontierAlmost eight out of 10 executives(78%)say they collaborate extensively with their ecosystem partners on gen AI.12 But

97、 gen AI innovation cant happen safelyand frankly,wellwithout gen-AI-specific governance.And even though 76%of organizations are already establishing policies and processes for gen AI governance,it doesnt necessarily translate to their ecosystem.13 For instance,even if your organizations enterprise g

98、overnance structure is in place,it wont help you with ecosystem partners who may not follow the same rules.Gen AI is a powerful frontier.But with great power comes great responsibility.Unfettered gen AI development could unleash biases,privacy breaches,and even existential threats.Heres where gen-AI

99、-specific governance steps in.Its not enough to rely on your existing enterprise governance structure.Your ecosystem partners might have vastly different policies,creating a regulatory patchwork that could stall innovation.Robust gen AI governance sets clear boundaries and ethical frameworks,ensurin

100、g a safe and responsible path forward.Effective governance fosters transparency and accountability,laying the groundwork for strong,trusted partnerships essential for long-term success.What you need to know:The innovation carpool lane needs guardrails.031716Governance by design,not governance by dis

101、asterMore than two-thirds of CEOs(68%)agree that governance for generative AI must be established as solutions are designed,rather than after they are deployed.14 This proactive approach is critical to ensuring that AI solutions are developed with safety,security,and ethics in mind.Embedding ethical

102、 considerations,risk mitigation strategies,and clear ownership structures into the development process ensures your gen AI solutions are not just innovative,but responsible from the get-go.Hybrid by design brings multiple perspectives for a more comprehensive safety netCreating guardrails and standa

103、rds for ecosystems takes time and multiple perspectives.A hybrid-by-design approach allows partners to co-create in areas such as standards certification,enhancing potential adoption.Partners can also jointly develop training and capacity-building programs that help stakeholders to comply with ecosy

104、stem standards and guidelines.This helps ensure certification and accreditation programs are effective in promoting compliance and best practices.Implementing guardrails around a hybrid-by-design ecosystem is crucial for the ecosystem to operate effectively,efficiently,and responsibly.Lets look at t

105、ypes of guardrails that can be put in place.17In the age of generative AI,with its transformative potential and inherent risks,the days of“figure it out as we go”simply wont cut it.75%of CEOs surveyed say trusted AI is impossible without effective AI governance in their organization,39%Althoughsay t

106、hey have good generative AI governance in place?onlyTransparency and accountability mechanisms.Implement mechanisms that ensure transparency and accountability within the ecosystem.This includes regular reporting,auditing,and monitoring of ecosystem activities.By implementing these guardrails,a hybr

107、id-by-design ecosystem can operate in a responsible,efficient,and effective manner,while ensuring the trust and confidence of its participants.Data protection and privacy safeguards.Implement robust data protection and privacy safeguards to ensure that ecosystem participants data is protected and us

108、ed in accordance with their consent.Standards and interoperability guidelines.Develop and implement standards and interoperability guidelines to ensure that ecosystem participants can seamlessly interact and exchange data.Compliance with regulatory requirements.Ensure that the ecosystem complies wit

109、h relevant regulatory requirements,such as anti-trust laws,competition laws,and industry-specific regulations.Intellectual property(IP)protection.Implement mechanisms to protect intellectual property and ensure that ecosystem participant IP rights are respected.Dispute resolution mechanisms.Establis

110、h dispute resolution mechanisms to resolve conflicts and disputes that may arise within the ecosystem.Code of conduct and ethics.Develop a code of conduct and ethics that outlines the expected behavior and values of ecosystem participants.Areas to consider first to keep your ecosystem on the right t

111、rackSecurity protocols.Establish robust security protocols to protect the ecosystem from cyber threats and ensure the integrity of ecosystem data and transactions.181919What you need to do:Institute open data practices.By embracing open data practices in a hybrid-by-design model,enterprises can unlo

112、ck new possibilities for growth,efficiency,and innovation.Combining diverse data sources not only creates a more comprehensive view,it allows developers to build upon existing data and accelerate innovation.Develop and implement data sharing agreements and protocols that ensure transparency,accounta

113、bility,and trust.Implement secure,state-of-the-art data repositories to house this shared intelligence.But remember,security is a two-way street.Equip all data contributors with the knowledge and tools to share responsibly and ethically.Invite players from outside the walled garden.Convene a diverse

114、 group of stakeholdersa hybrid-by-design ecosystem views this deliberate,strategic diversity as an asset.Include not just your internal AI and data teams,but also key ecosystem partners,regulatory bodies,and even potential customers.This collaboration fosters a shared understanding of risks and oppo

115、rtunities,leading to robust and relevant governance frameworks.Take advantage of the diversity of thought by creating a“Red Team”within the ecosystem,composed of individuals from different enterprises,departments,and backgrounds to simulate potential AI-related risks and challenges,and develop strat

116、egies to mitigate them.Replace“set it and forget it”with timely tune-ups.In a hybrid-by-design ecosystem,diversity brings strength but it can also make governance more complex.Careful monitoring of everything from communication to engagement practices becomes even more essential to keep the ecosyste

117、m running smoothly.Regularly review and update your standards and governance frameworks to reflect evolving regulations,technological advancements,and industry best practices.Schedule regular reviews,not just annually,but also in response to major developments.These could be the emergence of groundb

118、reaking new research,the implementation of new regulations(such as the EU AI Act),or even significant data breaches that expose vulnerabilities in existing frameworks.To ensure the group doesnt fall into group-think,host a“reverse brainstorming”session.Gather a diverse group of stakeholders and ask

119、them to identify the most creative ways to circumvent or manipulate your existing frameworks.This can help identify potential vulnerabilities and provide opportunities to strengthen your frameworks.Building a collaborative ecosystem with strong governance,open data practices,and a commitment to open

120、 standards can help you ensure a smooth and safe ride.As you do so,youre collectively shaping the future of responsible generative AI innovation.Protect the innovation lane.031921Hybrid by design in actionFrom idea to impact:Streamlining business transformation with a hybrid cloud ecosystemBusiness

121、challenge CVS Health executives wanted to transform their business but realized that in order to achieve this,they needed to understand and integrate their entire ecosystem.They took an“outside-in”perspective to understand the needs of the people they serve and what data would be required to drive t

122、he transformation.They would need to focus on application programming interfaces(APIs)as part of the plan,developing an API-centric strategy and API ecosystem with flexibility to accommodate different environments:on premises,private cloud,andvarious public clouds.Transformation CVS Health CTO Claus

123、 Jensen helped to guide the company on a business transformation and hybrid cloud journeyone that started with reconsidering their entire approach to integration.The team took a holistic approach to hybrid cloud integration that included specialized skills,practices,patterns,and technology to reduce

124、 integration costs by two-thirds.They were able to integrate their entire ecosystem and be positioned to transform the way that CVS provides service to their clients and partners.“We can literally build integration capabilities at about a third of the cost that we could four years ago.”Claus Jensen,

125、CTO,CVS Health Corporation 21IBM Institute for Business Value The Great Tech Reset Let the power of hybrid by design power your ecosystem21Gen AI has irrevocably changed the landscape of innovative ecosystems.To thrive,organizations must cultivate ecosystems that seamlessly blend the digital and phy

126、sical worlds.This isnt about mere coexistence;its about co-creation.Identify the right partners,build robust governance frameworks,and harness the power of hybrid-by-design architectures and principles.The rewards can be immensea competitive edge in the digital age,the ability to develop groundbreak

127、ing AI solutions,and the chance to be at the forefront of shaping the responsible future of AI.Gen AI has irrevocably changed the landscape of innovative ecosystems.ContributorsJoe AnglimMark BennettVarun BijlaniSteve CollinsShawn DSouza Leigh DayValeria EmrickJason Kelley Jean-Pierre LartigueRoger

128、PremoBarry RamirezJennifer RegoMichelle Menchin RizzoAparna Sharma Allison ShowalterRyan SmithBalakrishnan SreenivasanJames StevensonEd WalshKate Woolley231.Adams,Dixie,Scott Harper,and Nisha Kohli.The champion approach to next-level digital experiences.IBM Institute for Business Value.March,2024.ht

129、tps:/ tute-business-value/en-us/report/masters-great-dig ital-experiences2.6 hard truths CEOs must face.IBM Institute for Business Value.May 2024.https:/ ship/institute-business-value/enus/c-suite-study/ceo3.The CEOs Guide to Generative AIOpen Innovation&Ecosystems.IBM Institute for Business Value.N

130、ovember 2023.https:/ ership/institute-business-value/en-us/report/ceo-generative-ai/ceo-ai-open-innovation4.Ibid5.6 hard truths CEOs must face.IBM Institute for Business Value.May 2024.https:/ ship/institute-business-value/enus/c-suite-study/ceo6.Hybrid by Design Survey 3.IBM Institute for Business

131、Value.n=530,June 20247.Ibid8.Ibid9.Ramamurthy,Shanker,John.J.Duigenan,Hans Tes selaar,Hctor Arias,and Paolo Sironi.Embedded Finance:Creating the everywhere,everyday bank.IBM Institute for Business Value.September 2023 https:/ tute-business-valueen-us/report/embedded-financeEndnotes10.IBM press relea

132、se.“New Study Reveals Banks Struggle to Achieve Priorities,Meet Customer Expectations Hampered by Technology Modernization Challenges and Lack of Industry Stadards.September 14,2023 https:/ gle-to-Achieve-Priorities,-Meet-Customer-Expecta tions-Hampered-by-Technology-Modernization-Chal lenges-and-La

133、ck-of-Industry-Standards11.6 hard truths CEOs must face.IBM Institute for Business Value.May 2024.https:/ ship/institute-business-value/enus/c-suite-study/ceo12.IBV 2024 Generative AI Survey 1,n=2,500.March 202413.Goehring,Brian,Manish Goyal,Ritika Gunnar,Anthony Marshall,and Aya Soffer.The ingenuit

134、y of generative AI:Unlock productivity and innovation at scale.IBM Insti tute for Business Value.June 2024 https:/ hard truths CEOs must face.IBM Institute for Business Value.May 2024.https:/ ship/institute-business-value/enus/c-suite-study/ceo23 Copyright IBM Corporation 2024 IBM Corporation New Or

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