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1、Where Is Generative AIs Transformational Value Hiding?A Guide To Finding And Unlocking Transformative Generative AI Outcomes Across Your Organization A FORRESTER CONSULTING THOUGHT LEADERSHIP PAPER COMMISSIONED BY SOFTSERVE,JUNE 2024ABOUT FORRESTER CONSULTINGForrester provides independent and object

2、ive research-based consulting to help leaders deliver key outcomes.Fueled by our customer-obsessed research,Forresters seasoned consultants partner with leaders to execute their specific priorities using a unique engagement model that ensures lasting impact.For more information,visit Research,Inc.Al

3、l rights reserved.Unauthorized reproduction is strictly prohibited.Information is based on best available resources.Opinions reflect judgment at the time and are subject to change.Forrester,Technographics,Forrester Wave,and Total Economic Impact are trademarks of Forrester Research,Inc.All other tra

4、demarks are the property of their respective companies.E-59761Project Team:Ben Anderson,Demand Generation ConsultantContributing Research:Forresters Technology Architecture&Delivery research groupTable Of Contents3 Executive Summary4 Key Findings5 A Significant Gap Exists Between GenAIs Expected Pot

5、ential And The Value It Currently Provides 7 Most GenAI Strategies Are Still Built On Shaky Foundations13 Organizations Need To Use Partners To Fill In The Gaps In Their GenAI Technical Skills And Knowledge15 Lessons From Those Who Are Successfully Unlocking Value Across Their Organizations26 Key Re

6、commendations28 AppendixWHERE IS GENERATIVE AIS TRANSFORMATIONAL VALUE HIDING?2Executive SummaryThe business world is reaching a point in its generative AI(genAI)transformation where the rubber is hitting the road.While genAI decision-makers have been hard at work implementing and executing their or

7、ganizations adoption strategies,expectations for just how transformative genAIs use will be have continued to skyrocket.Time is running out for getting these adoption strategies right,and the effectiveness of associated people,tech,and infrastructure investments are being judged according to the str

8、ategic benefits realized or not across the organization.In early 2024,SoftServe,a global IT consulting and digital services provider,commissioned Forrester Consulting to evaluate the effectiveness of current genAI adoption strategies.To explore this topic,Forrester conducted a global online survey o

9、f more than 750 decision-makers involved in genAI with authority for their organizations technology purchasing strategy.We found genAI isnt delivering the level of value across organizations that many leaders were expecting.While most have some technology and infrastructure foundations in place,few

10、have sufficient data readiness,governance,and technical skills to help build use cases on these foundations.Many realize they need to find more sophisticated partners to help close these execution gaps.Those who are unlocking genAI value across the business have successfully closed these gaps by dev

11、eloping their knowledge and capabilities,aided by partners with deep technical and industry expertise.They see a competitive advantage in their ability to realize strategic business benefits faster than their competitors.WHERE IS GENERATIVE AIS TRANSFORMATIONAL VALUE HIDING?3Key FindingsA significan

12、t gap exists between genAIs expected potential and the value it currently provides.More than half of respondents saw genAI as a strategic business asset for transforming operating models;more than 80%expected its importance to increase in the next 12 months.However,just 22%said theyre unlocking genA

13、Is value across their organization today.Most respondents have genAI tech and infrastructure in place but struggle with data,governance,and skill development.Just 42%said they can train genAI models,and 89%struggle to prepare business data.A mere 24%have rolled out a governance policy,and 75%or more

14、 face challenges around genAI understanding,soft skills and inclinations,hard skills and training,and ethics,risk,and privacy awareness.Partners can help fill genAI knowledge and capability gaps.Deeper technical expertise is increasingly important for data integration,model optimization,use case dev

15、elopment,and further application development,according to 88%of respondents.The vast majority also wanted partners with greater technical capabilities and better industry-specific use case understanding.Unlocking genAI value across the business is a competitive advantage.Respondents saw quicker bene

16、fits in innovation,operational efficiency,R&D,customer engagement,and software development.They closed execution gaps by developing their genAI knowledge and capabilities,aided by partners with greater technical and industry expertise.WHERE IS GENERATIVE AIS TRANSFORMATIONAL VALUE HIDING?4Theres lit

17、tle doubt that genAI will fundamentally transform todays businesses.However,successfully executing an adoption strategy that moves from implementation to transformative value is easier said than done.In surveying more than 750 decision-makers,we found that:Business goals increasingly include genAI t

18、o strategically transform operating models.Over half of respondents said their company has already established business goals for using genAI to improve research and development(R&D),software development,customer engagement,operational efficiency,and its overall business strategy.More than eight in

19、10 respondents said that relying on genAI to meet these goals is going to become more important over the next 12 to 18 months.Less than a quarter of respondents are unlocking genAIs value across the enterprise today.While IT/software development,R&D,and operations are seeing the most significant val

20、ue so far,just 22%of respondents said their organization is currently realizing significant or even moderate genAI business value across all business functions.Leaders are running out of time and patience to right the ship.Forty-one percent of respondents reported that their organization expects to

21、see maximum value from its current genAI initiatives in the next two years;36%thought their organization is currently experiencing the most value;20%said it has already experienced the most value;and just 2%thought it will experience maximum value more than two years from now.A Significant Gap Exist

22、s Between GenAIs Expected Potential And The Value It Currently Provides of respondents organizations are unlocking enterprise-wide genAI value.Just 22%WHERE IS GENERATIVE AIS TRANSFORMATIONAL VALUE HIDING?5FIGURE 1The Number Of GenAI Use Cases By Implementation StageGENERATIVE AI IMPLEMENTATION STAG

23、EAVERAGE NUMBER OF USE CASES IN EACH STAGEPlan to pilot:Planning to use in the next 12 to 18 months1Piloting:Currently piloting2Expanding:Currently using in this area with plans to expand use over the next 12 to 18 months2Full implementation:Currently using in this area with no plans to expand use o

24、ver the next 12 to 18 months3Base:777 global technology purchasing decision-makers involved with genAI Source:A commissioned study conducted by Forrester Consulting on behalf of SoftServe,February 2024 Organizations continue to add use cases,despite struggling to unlock value.While many respondents

25、remained bullish about adding new genAI use cases,they still struggled to identify which can deliver the most immediate,impactful value across the organization.On average,respondents were likely to have fully implemented three use cases;they were working on expanding the use of two more;and they sai

26、d they have plans to pilot one more use case in the short term(see Figure 1).The most common current use cases included intelligent employee support,enhanced customer engagement,assisted developer support,automated insights discovery,and intelligent enterprise search.WHERE IS GENERATIVE AIS TRANSFOR

27、MATIONAL VALUE HIDING?6As organizations work to quickly close the gap between the expected and actual value of their genAI initiatives,they must build on their solid technology and infrastructure foundations by closing gaps in data expertise,genAI knowledge and capabilities,and governance.We found t

28、hat:Nearly all respondents have established similar genAI technical and infrastructure foundations.Some 95%of respondents said their organization is using a commercial foundation model for its genAI use cases.When it comes to the infrastructure they use to host and train genAI models,88%said their o

29、rganization is using a cloud vendor(see Figure 2).Most GenAI Strategies Are Still Built On Shaky FoundationsFIGURE 2GenAI Language Models Used TodayInfrastructure Used To Host/Train GenAI Models TodayBase:777 global technology purchasing decision-makers involved with genAI Note:Multiple responses ac

30、ceptedSource:A commissioned study conducted by Forrester Consulting on behalf of SoftServe,February 2024Commercial foundational model95%30%Open-source model22%Training own foundational model21%Domain-specific model88%Cloud vendor41%Managed services provider25%On-premises/private cloud22%Boutique clo

31、ud services providerWHERE IS GENERATIVE AIS TRANSFORMATIONAL VALUE HIDING?7 Less than half of respondents can train their genAI models on enterprise data.Overall,92%of respondents said they use their enterprise data to align model behavior with business goals.However,just 42%said they trained their

32、models on their organizations own data(e.g.,retrieval-augmented generation).More commonly,50%said they fine-tune or add enterprise data to their models(see Figure 3).FIGURE 3How Enterprise Data Is Used In GenAI Models TodayBase:777 global technology purchasing decision-makers involved with genAISour

33、ce:A commissioned study conducted by Forrester Consulting on behalf of SoftServe,February 2024My organization has trained its genAI model on its own data.42%My organization does not yet have the ability to incorporate enterprise data.8%My organization is able to embed(fine-tune)enterprise data in it

34、s genAI models.50%92%The inability to leverage a full range of enterprise data renders genAI strategies ineffective.The ability to connect foundational models to business data is paramount for accelerating growth and creating a competitive advantage,given the similar foundational models and infrastr

35、ucture in place at many organizations.1 Yet,89%of respondents in this study said their organization needs help consolidating and streamlining enterprise data in order to use it in their genAI models.Our respondents were,on average,able to leverage just three types of data the most common of which we

36、re operational,customer,and employee data.Its more challenging to prepare a wide range of enterprise data to fine-tune or train models:Just 3%of respondents reported that their organizations models can leverage a full range of data,such as operational,customer,employee,source code,public,and partner

37、 data.Whats more,just 25%reported that they can leverage four or more types of data(see Figure 4).WHERE IS GENERATIVE AIS TRANSFORMATIONAL VALUE HIDING?8FIGURE 4Types Of Enterprise Data Used In GenAI Models TodayOperational dataCustomer dataEmployee dataPublic dataPartner dataSource code data61%58%5

38、3%47%44%36%Just 3%can utilize all types of data.Just 25%can utilize four or more types of data.Base:714 global technology purchasing decision-makers involved with genAI and who incorporate enterprise data in their genAI modelsSource:A commissioned study conducted by Forrester Consulting on behalf of

39、 SoftServe,February 2024 Less than a quarter have governance plans in place.To implement and use genAI responsibly and beneficially,organizations must have a governance plan to ensure that they have the right infrastructure,technology capabilities,and adoption and change management practices in plac

40、e.Forrester defines genAI governance as practices that business leaders adopt to incorporate purpose,culture,action,and assessment in order to ensure AI delivers desired business outcomes,is responsibly used,and complies with applicable regulations.2 While 90%of our respondents realized the importan

41、ce of a governance plan,just 24%had officially rolled one out meaning that most are exposing their organization to considerable risk(see Figure 5).WHERE IS GENERATIVE AIS TRANSFORMATIONAL VALUE HIDING?9FIGURE 5Current State Of GenAI Governance Plans24%As my organization progresses forward with more

42、advanced use cases and further deployment,governance is becoming increasingly important.My organization has released a governance policy.90%Agree/Strongly agreeBase:777 global technology purchasing decision-makers involved with genAISource:A commissioned study conducted by Forrester Consulting on be

43、half of SoftServe,February 2024ORGANIZATIONS STRUGGLE WITH EMPLOYEE READINESS FOR GENERATIVE AIGenAI knowledge and capabilities can help leaders differentiate their tech and infrastructure foundations and,ultimately,their genAI solution offerings.Data and analytics leaders cite their organizations l

44、ack of skills in developing AI solutions as their most pressing concern when it comes to using AI technologies,ahead of technology maturity,the speed at which technology is changing,and data quality.3WHERE IS GENERATIVE AIS TRANSFORMATIONAL VALUE HIDING?10We asked respondents about the challenges th

45、ey face relating to Forresters four employee and leader readiness competencies that organizations need in order to succeed with genAI:understanding;hard skills and training;soft skills and inclinations;and ethics,risk,and privacy awareness.4 Our respondents faced significant challenges with each com

46、petency,from deploying prototypes through to production:Understanding.Approximately 80%of decision-makers said their employees arent aware of certain current and future use cases and struggle to understand genAI due to its complexity.Hard skills and training.More than three-quarters of respondents f

47、aced a lack of technical skills in the form of solution/data architects,data scientists,and engineers.They also lacked resources with genAI expertise,the ability to build and fine-tune models,the ability to optimize genAI production-scale models,the ability to improve data infrastructure(including d

48、ata availability and quality),and the ability to train genAI models on their own data.Soft skills and inclinations.At least three-quarters of respondents said they face challenges with employee and organizational readiness for genAI,the ability to show quantifiable business value,value stream mappin

49、g,getting executive buy-in,and securing the required budget.Ethics,risk,and privacy awareness.More than three-quarters of respondents said their organization struggles with governance and risk management,data privacy and security,and ineffective security monitoring and remediation.Given these knowle

50、dge and capability gaps,organizations ability to use genAI as a strategic tool to transform their operating model is at risk:79%or more of our respondents were concerned or very concerned about their organizations ability to execute its genAI goals with its current levels of internal or external exp

51、ertise.Failing to fix these genAI expertise gaps has significant privacy,security,and financial implications.The most significant include privacy and data fines,the inability to realize value over the short or long term,and security risks stemming from the use of unsanctioned genAI models(see Figure

52、 6).WHERE IS GENERATIVE AIS TRANSFORMATIONAL VALUE HIDING?11FIGURE 6The Implications Of Failing To Address GenAI Expertise GapsBase:777 global technology purchasing decision-makers involved with genAINote:Showing top four responsesSource:A commissioned study conducted by Forrester Consulting on beha

53、lf of SoftServe,February 2024Privacy and data concerns/finesInability to realize value from genAI investments over the short termUse of unsanctioned generative AI leading to security risksInability to realize value from genAI investments over the long term35%33%32%32%WHERE IS GENERATIVE AIS TRANSFOR

54、MATIONAL VALUE HIDING?12Organizing the ecosystem of hardware,software,and infrastructure providers needed for genAI adoption requires advanced orchestration capabilities.Our respondents realized that they would need to rely heavily on the expert knowledge and capabilities of external partners in ord

55、er to solve many of their organizations implementation and execution challenges.They told us that:Deep technical expertise is vital for implementation and execution success.Eighty-eight percent of respondents said that deeper technical expertise is becoming increasingly important for data integratio

56、n,model optimization,use case development,and further application development.Three-quarters believed their current partners can focus more on helping with these implementation and execution capabilities.Partners must provide industry and genAI expertise to speed up implementation and execution.Some

57、 90%of respondents agreed that their organization needs partners with greater technical capabilities;89%said they need partners that can help them accelerate the deployment of new use cases;and 88%said they need partners with an understanding of their organizations market and specific use cases(see

58、Figure 7).Service providers stand out in orchestrating hardware,software,and infrastructure for genAI.Respondents were most likely to say that service providers have helped them overcome challenges in creating prototypes,building/fine-tuning genAI models,and integrating genAI into applications.They

59、were most likely to lean on them for support in improving executive buy-in and showing quantifiable business value.Organizations Need To Use Partners To Fill In The Gaps In Their GenAI Technical Skills And KnowledgeWHERE IS GENERATIVE AIS TRANSFORMATIONAL VALUE HIDING?13FIGURE 7The Help Needed From

60、External PartnersBase:777 global technology purchasing decision-makers involved with genAISource:A commissioned study conducted by Forrester Consulting on behalf of SoftServe,February 202490%Agree/Strongly agreeIn order for my organization to see transformational value from genAI in the future,it ne

61、eds partners with more advanced technical capabilities.88%Agree/Strongly agreeMy organization needs partners that understand its market/use cases.89%Agree/Strongly agreeMy organization needs partners that can help accelerate deployment times when new use cases emerge.WHERE IS GENERATIVE AIS TRANSFOR

62、MATIONAL VALUE HIDING?14To understand the strategies,benefits,and characteristics of organizations that have successfully overcome genAI value realization challenges,we created a model that compares survey respondents who said they were successfully unlocking value across their organization with tho

63、se who were still working on this.For the purposes of this study,we used the term“value reapers”for those who were successfully unlocking genAIs value across their organization;they saw moderate or significant value in 10 or 11 of the 11 departments we asked about.“Value seekers”are those who were s

64、till working on unlocking value across their organization;they saw moderate or significant value in zero to six of the 11 departments we asked about(see Figure 8).Lessons From Those Who Are Successfully Unlocking Value Across Their OrganizationsFIGURE 8Departments Across The Organization In Which Ge

65、nAI Value Was AssessedSource:A commissioned study conducted by Forrester Consulting on behalf of SoftServe,February 2024CEO/OFFICE OF THE CEOLEGAL AND COMPLIANCECUSTOMER EXPERIENCE/CUSTOMER SERVICE IT/SOFTWARE DEVELOPMENTECOSYSTEM MANAGEMENTRESEARCH AND DEVELOPMENT(R&D)EMPLOYEE EXPERIENCE/HROPERATIO

66、NSSUPPLY CHAINFINANCEMARKETING AND SALESWHERE IS GENERATIVE AIS TRANSFORMATIONAL VALUE HIDING?15VALUE REAPERS FOCUS MORE ON DEVELOPING THEIR KNOWLEDGE AND CAPABILITIES AS WELL AS USING TECHNICAL PARTNERS FOR SUCCESSFUL GENERATIVE AI IMPLEMENTATIONWe found that value reapers were more likely to:Use a

67、 commercial foundational model and a cloud vendor to host/train models.GenAI value reapers were more likely to use a commercial foundational model than value seekers were.Value reapers were also much more likely to use a cloud vendor for the infrastructure used to host their data,while value seekers

68、 were more likely to use a managed service provider(see Figure 9).FIGURE 9The GenAI Language Models That Value Reapers And Value Seekers Use TodayBase:484 global technology purchasing decision-makers involved with genAI;255 decision-makers at organizations that are“Value reapers”;229 decision-makers

69、 at organizations that are“Value seekers”Note:Multiple responses accepted Source:A commissioned study conducted by Forrester Consulting on behalf of SoftServe,February 2024Value reapersValue seekersCommercial foundational model98%86%28%30%Open-source model24%17%Domain-specific model28%27%On-premises

70、/private cloudThe Infrastructure That Value Reapers And Value Seekers Use To Host/Train GenAI Models Today22%22%Training own foundational model21%21%Boutique cloud services provider35%47%Managed services providerCloud vendor91%79%WHERE IS GENERATIVE AIS TRANSFORMATIONAL VALUE HIDING?16 Have more adv

71、anced data capabilities and skills.GenAI value reapers were more likely to have the technical skills needed to fully train models on their organizations data;value seekers were more likely to fine-tune models with their organizations data(see Figure 10).Value reapers were also better at preparing,ma

72、naging,and leveraging a wide range of enterprise data for use in their genAI language models:37%of value reapers said they could utilize four or more types of data versus just 16%of value seekers.FIGURE 10How Value Reapers And Value Seekers Use Enterprise Data In GenAI Models TodayBase:484 global te

73、chnology purchasing decision-makers involved with genAI;255 decision-makers at organizations that are“Value reapers”;229 decision-makers at organizations that are“Value seekers”Source:A commissioned study conducted by Forrester Consulting on behalf of SoftServe,February 2024Value reapersValue seeker

74、sMy organization has trained its genAI model on its own data.My organization is able to embed(fine-tune)enterprise data in its genAI models.46%41%28%68%Have rolled out genAI governance.Value reapers were significantly more likely than value seekers to understand the importance of a governance policy

75、 for the success of their genAI strategy.As a result,they were more likely to have already rolled out a governance policy and less likely to indicate that they need help in this area in order to move their genAI strategies forward(see Figure 11).WHERE IS GENERATIVE AIS TRANSFORMATIONAL VALUE HIDING?

76、17 Accelerate genAI adoption through knowledge and capability development.Value reapers were significantly more likely than value seekers to agree that deeper technical expertise is increasingly important for data integration,model optimization,use case development,and further application developmen

77、t.As a result,they were more likely to focus on improving their technical skills to optimize and refine their use of genAI in language models(see Figure 12).FIGURE 11The Current State Of GenAI Governance Plans Among Value Reapers And Value SeekersFIGURE 12How Value Reapers And Value Seekers Are Acce

78、lerating GenAI AdoptionValue reapersValue reapersValue seekersValue seekersMy organization has released a governance policy.Improve ability to optimize/refine genAI language model being used27%16%33%45%Base:484 global technology purchasing decision-makers involved with genAI;255 decision-makers at o

79、rganizations that are“Value reapers”;229 decision-makers at organizations that are“Value seekers”Source:A commissioned study conducted by Forrester Consulting on behalf of SoftServe,February 2024Base:484 global technology purchasing decision-makers involved with genAI;255 decision-makers at organiza

80、tions that are“Value reapers”;229 decision-makers at organizations that are“Value seekers”Source:A commissioned study conducted by Forrester Consulting on behalf of SoftServe,February 2024WHERE IS GENERATIVE AIS TRANSFORMATIONAL VALUE HIDING?18 Have partners that are more effective at helping with i

81、mplementation and execution.Value reapers were more likely than value seekers to look for partners that can help accelerate deployment times for new use cases,have more advanced technical capabilities,and have a deep understanding of their market and use cases(see Figure 13).FIGURE 13The Help That V

82、alue Reapers And Value Seekers Need From External PartnersBase:484 global technology purchasing decision-makers involved with genAI;255 decision-makers at organizations that are“Value reapers”;229 decision-makers at organizations that are“Value seekers”Source:A commissioned study conducted by Forres

83、ter Consulting on behalf of SoftServe,February 2024Value reapersValue seekersMy organization needs partners that understand its market/use cases.98%78%In order for my organization to see transformation value from genAI in the future,it needs partners with more advanced technical capabilities.97%83%M

84、y organization needs partners that can help accelerate deployment times when new use cases emerge.96%78%WHERE IS GENERATIVE AIS TRANSFORMATIONAL VALUE HIDING?19VALUE REAPERS FOCUS ON KNOWLEDGE AND CAPABILITY DEVELOPMENT AND STRONG PARTNERS PAYS OFF Value reapers more robust focus on data capabilitie

85、s,governance,skills development,and finding partners to drive implementation and execution pays significant dividends when it comes to successfully deploying use cases,deriving benefits,and preparing for future use cases.Our study showed that value reapers were more likely to have:Adopted more use c

86、ases.Value reapers said that their organizations have successfully rolled out more than twice as many use cases,on average,than value seekers.They were also in the process of adding more use cases and were less likely to be in the planning or pilot stages for any current use case(see Figure 14).FIGU

87、RE 14Value Reapers And Value Seekers Average Number Of Use Cases By GenAI Adoption StageBase:484 global technology purchasing decision-makers involved with genAI;255 decision-makers at organizations that are“Value reapers”;229 decision-makers at organizations that are“Value seekers”Note:Averages rou

88、nded to the nearest whole numberSource:A commissioned study conducted by Forrester Consulting on behalf of SoftServe,February 2024Planning to use within the next 12 to 18 monthsCurrently pilotingExpanding:Currently using in this area with plans to expand use over the next 12 to 18 monthsFull impleme

89、ntation:Currently using in this area with no plans to expand use over the next 12 to 18 monthsValue reapersValue seekers02233142WHERE IS GENERATIVE AIS TRANSFORMATIONAL VALUE HIDING?20FIGURE 15Value Reapers And Value Seekers Confidence In Their Ability To Derive Maximum Value From Future GenAI Initi

90、atives Based On Current ChallengesBase:484 global technology purchasing decision-makers involved with genAI;255 decision-makers at organizations that are“Value reapers”;229 decision-makers at organizations that are“Value seekers”Note:Responses of 9 and 10 on a scale of 1(Not at all confident)to 10(E

91、xtremely confident).Source:A commissioned study conducted by Forrester Consulting on behalf of SoftServe,February 2024Value reapersValue seekersExtremely confident39%65%Prepared for future use cases.Value reapers were much more confident about their ability to derive business value from future use c

92、ases(see Figure 15).Experienced more significant benefits in terms of business performance.Value reapers were more likely than value seekers to experience significant gains in business performance.The leading benefits included improvements in innovation,R&D,operational efficiency,software developmen

93、t,customer engagement,and employee productivity(see Figure 16).WHERE IS GENERATIVE AIS TRANSFORMATIONAL VALUE HIDING?21Base:484 global technology purchasing decision-makers involved with genAI;255 decision-makers at organizations that are“Value reapers”;229 decision-makers at organizations that are“

94、Value seekers”Note:Showing top six responsesSource:A commissioned study conducted by Forrester Consulting on behalf of SoftServe,February 2024FIGURE 16The Benefits That Value Reapers And Value Seekers Unlock From GenAI Initiatives(Showing“Seeing a significant level of benefit today”)Value reapersVal

95、ue seekersImproved levels of innovation86%62%Improved research and development capabilities85%61%Improved operational efficiency85%63%Improved software development capabilities85%62%Improved customer engagement85%59%Improved employee productivity83%57%WHERE IS GENERATIVE AIS TRANSFORMATIONAL VALUE H

96、IDING?22VALUE REAPERS KEY ATTRIBUTES INCLUDE GEOGRAPHY,INDUSTRY,AND COMPANY SIZEOur study revealed several attributes of value reapers organizations.We found that(see Figure 17):US respondents led the pack.US respondents were more likely to unlock genAIs value across their organizations.Respondents

97、in Germany were more likely to be value seekers;those in Singapore and the UK were evenly split between value reapers and value seekers.Compared with their German peers,US respondents said their organizations partners have been more effective at helping them with implementation and execution.And US

98、respondents werent only seeing more value today;they also had a more positive view of their organizations ability to derive business value from future genAI use cases than respondents in the other countries we surveyed.Retail stood out,while financial services/insurance(FSI)struggled when it comes t

99、o unlocking value.Respondents at retail organizations were much more likely to be value reapers than their FSI counterparts.FSI respondents were much less likely to report that their organizations have released governance plans than their retail peers.Retail respondents were also much more likely to

100、 report that they have already trained their genAI models on their own data than FSI respondents were.Respondents in the healthcare,life sciences,oil and gas,manufacturing industries,at independent software vendors(ISVs),and in enterprise technology groups were evenly split between value reapers and

101、 value seekers.WHERE IS GENERATIVE AIS TRANSFORMATIONAL VALUE HIDING?23FIGURE 17The Key Attributes Of Value Reapers And Value Seekers Organizations In Unlocking GenAIs Value Across The BusinessValue reapersValue seekersCOUNTRYINDUSTRYGermanyRetailHealthcare/life sciencesTech(enterprise)Manufacturing

102、Oil and gasFinancial services and/or insuranceSingaporeUKUS45%34%15%14%18%7%16%21%22%17%19%7%12%15%Respondents at larger organizations found it harder to unlock value.Those at organizations with$5 billion-plus in revenue were significantly less likely to show success in unlocking value across their

103、ecosystem;respondents at companies with less than$200 million in revenue were significantly more likely to manage this.Why?Larger organizations have a harder time organizing the required capabilities across their broad hardware,software,and infrastructure landscapes.As a result,their need for advanc

104、ed orchestration capabilities is even more critical.Respondents at organizations with$1 billion-plus in revenue were nearly 5x more likely to say that they dont yet have the ability to incorporate enterprise data in their genAI models than those at companies with less than$200 million in revenue.The

105、y were also much more likely to report challenges in rolling out genAI governance plans.13%21%15%19%Tech(ISV)11%8%27%27%WHERE IS GENERATIVE AIS TRANSFORMATIONAL VALUE HIDING?24REVENUEBase:484 global technology purchasing decision-makers involved with genAI;255 decision-makers at organizations that a

106、re“Value reapers”;229 decision-makers at organizations that are“Value seekers”Note:Boxes show the significant differences between value reapers and value seekers.Source:A commissioned study conducted by Forrester Consulting on behalf of SoftServe,February 2024$1B to$5B14%18%$5B10%3%$500M to$999M19%1

107、5%FIGURE 17The Key Attributes Of Value Reapers And Value Seekers Organizations In Unlocking GenAIs Value Across The Business(cont.)$200M to$499M27%32%$25M to$199M38%25%WHERE IS GENERATIVE AIS TRANSFORMATIONAL VALUE HIDING?25Key RecommendationsAs leaders work to enhance their organizations ability to

108、 orchestrate genAI strategies that deliver transformative value across their organization,they must focus on improving execution and filling gaps in knowledge and capabilities.Forresters in-depth survey of more than 750 technology purchasing decision-makers involved with genAI yielded several import

109、ant recommendations:Update ROI and impact assessments periodically as your organization matures.The race isnt over,even for those who have successfully adopted genAI.Creating ROI models and organizational impact models that you can revisit and update over time will allow you to more accurately asses

110、s value and understand your organizations changing needs and appetites.For example,youll be better able to identify future use cases as your organization becomes more familiar with securing genAI applications.Make data preparation a foundation of your strategy.Respondents who saw success with genAI

111、today did so by differentiating on data.Preparing data for genAI applications can take the form of generating questions and answers for fine-tuning;ingesting and indexing documents for retrieval-augmented generation;or unsupervised fine-tuning.Understand the data preparation youll need to do when se

112、lecting genAI use cases that will produce value.Track progress in organizational readiness and skills.You wont close your gaps in hard and soft genAI skills overnight,as those skills are still evolving.A comprehensive strategy should support end users in developing the skills they need to use genAI

113、applications;it should also help the developers and data scientists who will build these applications.Each case will involve continuous learning as skills and techniques in the genAI space are refined.WHERE IS GENERATIVE AIS TRANSFORMATIONAL VALUE HIDING?26Find partners that can broker a genAI strat

114、egy across the organization.A successful genAI adoption strategy addresses your entire department or enterprise.You need strong buy-in from leaders to ensure project approvals,and you must involve key stakeholders from areas like legal and compliance to ensure that risk assessments happen early in t

115、he process.Developing cross-functional collaboration will also enable your organization to take a more portfolio-oriented approach,with initial use cases forming the basis for subsequent ones.External partners can act as third-party brokers to unite stakeholders across your organization under a sing

116、le genAI strategy that addresses the entire enterprise.WHERE IS GENERATIVE AIS TRANSFORMATIONAL VALUE HIDING?27REVENUE$25M to$199M33%$200M to$499M33%$500M to$999M15%$1B or more 19%ROLE REPORTING TOIT25%Data and analytics24%Technology and engineering18%Digital transformation10%Product management 10%R

117、esearch and development10%Innovation 3%COUNTRYUS41%UK26%Germany 20%Singapore 13%POSITIONC-level 19%Vice president 52%Director 29%TECHNOLOGY BREAKDOWNIndependent software vendor($25M to$199M)51%Enterprise($200M+)49%INDUSTRYManufacturing18%Oil and gas17%Retail17%Tech/tech services16%Healthcare/life sc

118、iences17%Financial services/insurance15%In this study,Forrester conducted a global,cross industry online survey of 777 technology purchasing decision-makers involved with their organizations use of generative AI(genAI)to evaluate the effectiveness of their current adoption strategies.We asked the pa

119、rticipants about their organizations genAI technology,infrastructure,skill development,and governance strategies as well as the value that their organization was deriving from its current use of genAI.Respondents were offered a small incentive as a thank you for time spent on the survey.The study be

120、gan in January and was completed in February 2024.Note:Percentages may not total 100 due to rounding.Appendix A:MethodologyAppendix B:DemographicsAppendixWHERE IS GENERATIVE AIS TRANSFORMATIONAL VALUE HIDING?28Appendix D:Endnotes1 Source:The Generative AI Advantage,Forrester Research,Inc.,November 2

121、9,2023.2 Source:Get AI Governance Just Right,Forrester Research Inc.,July 5,2023.3 Source:Prepare Your Entire Workforce For AI Now,Forrester Research,Inc.,March 27,2024.4 Ibid.Appendix C:Supplemental MaterialThe Generative AI Advantage,Forrester Research,Inc.,November 29,2023.Prepare Your Entire Wor

122、kforce For AI Now,Forrester Research,Inc.,March 27,2024.Get AI Governance Just Right,Forrester Research Inc.,July 5,2023.The Technology Leader s Primer For AI Foundation Models,Forrester Research Inc.,April 4,2024.ADDITIONAL RESOURCESRowan Curran,GenAI For Tech Leaders:Q&A,Forrester BlogsMay 16,2024,The High-Performance Payoff Of Artificial Intelligence,WebinarJuly 11,2024,AI Strategy Across The Enterprise,Webinar August 8,2024,AI Architecture Connecting Models,Platforms,And Infrastructure,Webinar RELATED FORRESTER RESEARCHWHERE IS GENERATIVE AIS TRANSFORMATIONAL VALUE HIDING?29