1、FEATURING RESEARCH FROM FORRESTERThe State Of AI In Banking,2023Banking on Intelligence:Using AI to Drive a Step-change in Business ProductivityBanking on Intelligence:Using AI to Drive a Step-change in Business ProductivityResearch From Forrester:The State Of AI In Banking,2023Further ReadingAbout

2、WWTIN THIS DOCUMENT2023 was a landmark year in the evolution of AI.Much like prior transformative moments in AIs history from Netflixs machine learning-driven personalized recommendations engine in 2009 to ImageNets deep neural networking breakthrough for image recognition in 2012 we are witnessing

3、AIs“iPhone moment.”Just as the iPhone made technology accessible to the masses,generative AI solutions like ChatGPT symbolize AIs readiness for widespread use through pre-trained models.This development has sparked an unprecedented surge in interest and investment,prompting a critical question:How d

4、o we harness this monumental power?Amidst the deluge,several profound consensuses emerged.First,the hype around AI is undeniably real and demands collective action.Second,there is recognition that mastering AI equates to a significant competitive advantage.However,hand in hand with the opportunity o

5、f AI comes a third point of consensus:there are massive risks associated with AI,from regulatory challenges to ethical hurdles to implications for employee experiences.As we push into 2024,the landscape continues to be defined by a recognition of the immense potential of AI as well as its formidable

6、 challenges.The featured overview report from Forrester,“The State of AI in Banking,2023,”leverages a data-driven lens to weigh the strategic intent of AI adoption against the realized outcomes,revealing a notable disparity.The insights from Forresters examination are pertinent to financial sector l

7、eaders in several key areas:Identifying AI priorities and opportunities for banking executivesHow to optimize AI initiatives by analyzing ownership alignmentThe trappings of the foundational aspects of AI and off-the-shelf solutionsThe challenge of keeping pace with evolving technical expertise dema

8、ndsData quality and its intricate alignment with governanceWhile many banks have made measured progress in their journey to AI adoption,the future state is evolving much more rapidly.Reflecting on the current and future state of the AI landscape can help executives chart an effective AI deployment s

9、trategy that generates impactful outcomes in the short and long term.We encourage financial sector leaders to seize this opportunity and take the necessary steps to elevate their organizations AI maturity in close alignment with their strategic business objectives.WWT AND THE AI PROVING GROUNDWorld

10、Wide Technology(WWT)is a leading technology solution provider committed to delivering tangible business value from AI.Boasting a decade of expertise in AI research and development and solution delivery,WWT offers transformative solutions designed to mitigate risks and accelerate time-to-solution.The

11、ir AI methodology centers around achievable outcomes and the development of scalable,mature and aligned AI and data strategies.WWT leverages a Practical AI methodology to navigate the complexities of AI.This approach entails the strategic assessment and deployment of AI solutions in their new AI Pro

12、ving Ground.This state-of-the-art,multi-OEM lab environment within their Advanced Technology Center(ATC)is designed to accelerate the ability of organizations to experiment,test and innovate with hands-on access to the latest AI hardware,software and reference architectures all in a secure,scalable

13、and transparent manner with expert guidance.Organizations can harness the expertise of more than 200 data professionals to develop competitively differentiated AI solutions alongside a team of more than 300 software engineers.The entire process is underpinned by the principles of Responsible AI,info

14、rmed by UNESCOs global policy guidelines.Notably,Nvidia,a juggernaut in the AI industry,is one of the featured OEMs in the AI Proving Ground.As an Elite Partner,WWT collaborates closely with Nvidia on a range of solutions,including AI/ML,VDI,visualization,and networking.Leveraging Nvidias cutting-ed

15、ge AI/ML technology,this partnership is poised to bring transformative capabilities to customers fingertips,advancing the pace of AI innovation globally.WWTs investment in the AI Proving Ground underscores its commitment to innovation,with a special emphasis on partnering with industry leaders like

16、Nvidia to deliver transformative AI solutions to the financial sector.AI PROVING GROUND CAPABILITIESConsumption Model:On-Demand|Proofs of Concept|Lab Hosting Generative AI and deep learning LLM fine-tuning(cloud and on-premises)Computer vision and image modeling Vector DBs selection and LLMOps Found

17、ational AI and data capabilities Digital twins,AI workload replication Federated machine learning AI middleware:data catalogs,lineage tools,etc.AI ecosystem intelligence Thermal modeling and ESG impact estimation GPU capacity forecasting and right-sizing AI stack comparisons(e.g.,InfiniBand vs.Ultra

18、-Ethernet)Public cloud vs.specialist GPU cloud vs.on-prem bake-offs TCO estimation for SaaS vs.custom AI products Edge-compute and AI inference Edge frameworks and AI inference Testing LLM/GenAI embeddings in edge-compute productsLearn more about WWTs AI proving ground hereBanks Show Moderate AI Mat

19、urity,But Too Many Prioritize Operational Efficiencies And Rely On ITJune 7,2023 By Zhi-Ying Barry,Indranil Bandyopadhyay with Oliwia Berdak,Janis Teo,Bill NagelSummaryAI is reshaping banking as banks shift from being reactive to proactively serving customer needs.AI will improve banking experiences

20、 by automating manual processes that plague the sector,helping customers make smarter financial decisions and reducing their cognitive load.However,theres a significant gap between banks intentions and reality.To make the most of the opportunities that AI enables,banks must strengthen the foundation

21、 for AI initiatives,such as correct ownership,sufficient knowledge and skills,data governance fundamentals,and proper use case selection.Not Licensed For Distribution.2023 Forrester Research,Inc.All trademarks are property of their respective owners.For more information,see the Citation Policy,conta

22、ct ,or call+1 866-367-7378.1 DATA OVERVIEW REPORTThe State Of AI In Banking,20232 Banks Current AI Efforts And Capabilities Show Significant GapsAI is changing the industry as banks shift from being reactive to proactively servingcustomer needs.The technology will pave the way for autonomous finance

23、:algorithm-driven services that make financial decisions or act on a customers behalf.This change will accelerate as customers,brokers,financial intermediaries,and suppliers get more adept at using AI to improve decision-making and productivity,reduce costs,and enhance customer experiences(CX).As AI

24、 becomes more prevalent,banks must adapt to the changing business environment.Banking practitioners must understand what drives this shift;how AI will affect payments,savings,debt,and lending;and how to use AI successfully.Banking Execs Prioritize Efficiency Gains,Forgoing Bigger AIOpportunitiesIn F

25、orresters Data And Analytics Survey,2022,72%of data and analytics technology decision-makers in banking report that their organization is adopting AI;a further 8%plan to do so(see Figure 1).But most use AI to deliver operational efficiencies:34%of data and analytics business or technology decision-m

26、akers whose bank has adopted AI or is interested in or planning to do so say that it either uses or plans to use AI to improve the efficiency of IT operations;34%say the same about business ops(see Figure 2).Thirty-two percent say that their organization aims to use AI to improve customer insights;3

27、2%plan to use it to enhance data,analytics,or insights platforms.When we asked about the potential benefits to their organization of using AI technologies,respondents most often cited the increased automation of internal processes,improved CX,increased automation of customer-facing services,and inno

28、vation in new and existing products and services as current or potential benefits(see Figure 3).Not Licensed For Distribution.2023 Forrester Research,Inc.All trademarks are property of their respective owners.For more information,see the Citation Policy,contact ,or call+1 866-367-7378.Figure 1The Ma

29、jority Of Banking Firms Are Using AI And Machine LearningNot Licensed For Distribution.2023 Forrester Research,Inc.All trademarks are property of their respective owners.For more information,see the Citation Policy,contact ,or call+1 866-367-7378.3 Figure 2Banks Mostly Use AI To Deliver Operational

30、Efficiencies,Not Generate RevenueNot Licensed For Distribution.2023 Forrester Research,Inc.All trademarks are property of their respective owners.For more information,see the Citation Policy,contact ,or call+1 866-367-7378.4 Figure 3Some Banking Firms Recognize The Bigger Business Benefits Of Using

31、AINot Licensed For Distribution.2023 Forrester Research,Inc.All trademarks are property of their respective owners.For more information,see the Citation Policy,contact ,or call+1 866-367-7378.5 Not Licensed For Distribution.2023 Forrester Research,Inc.All trademarks are property of their respective

32、owners.For more information,see the Citation Policy,contact ,or call+1 866-367-7378.6 Banks AI-Related Initiatives Are Owned By The Wrong FunctionIn 2022,33%of data and analytics decision-makers in the banking industry said that the IT department has primary responsibility for AI-related projects;ju

33、st 11%said that it was a business department(see Figure 4).This is a significant issue:Users in a business unit often have a better grasp on the manual procedures that affect revenue growth or CX and can describe the ideal automated process in detail.They must take ownership of all AI initiatives an

34、d partner with IT for execution to ensure that solutions are technically sound and address both customer and business needs.Incorrect ownership and lack of involvement by the business increase the risk of getting asolution that is suboptimal or requires rework,having a negative impact on timelinesan

35、d budgets as well as employee and customer experiences.Figure 4The IT Department Owns The Majority Of Banks AI CapabilitiesBanks Are Using Only Basic Types Of AI TechnologiesIT ownership of AI drives the types of AI technologies that banks use most.According to Forresters 2022 data,developers in the

36、 banking industry rely heavily on AI-based techniques for software quality assurance;most use AI or machine learning(ML)in at least one form during software testing.Data and analytics decision-makers in the banking industry whose organization has adopted AI or are interested in or planning to do so

37、most often indicated that they expect the organization to use AI infrastructure and responsible AI solutions,indicating mixed maturity(see Figure 5).More advanced AI techniques,such as ML and deep learning,provide the greatest benefit to the move toward autonomous finance.Not Licensed For Distributi

38、on.2023 Forrester Research,Inc.All trademarks are property of their respective owners.For more information,see the Citation Policy,contact ,or call+1 866-367-7378.7 Figure 5Banks Are Using Basic Types Of AI Techniques The MostBanks Are Relying On Third Parties For AI While Developing SomeInternal Ca

39、pabilitiesData and analytics business or technology decision-makers in the banking industry whose firms have adopted AI or are interested in or planning do so most frequently cited purchasing prepackaged business applications that include AI features and using pretrained AI models as ways to access

40、AI capabilities in their organization(see Figure 6).But execs are not relying solely on external capabilities;many are concurrently building in-house AI capabilities,enabling knowledge transfer from capabilities built from off-the-shelf solutions.In terms of the types of packaged business apps incor

41、porating AI that banking firms are accessing,data and analytics decision-makers most often cited project management software,followed by CRM and industry-specific packaged applications(see Figure 7).Not Licensed For Distribution.2023 Forrester Research,Inc.All trademarks are property of their respec

42、tive owners.For more information,see the Citation Policy,contact ,or call+1 866-367-7378.8 Figure 6Banks Access AI Capabilities Via Platform And Service Providers While Building CapabilitiesNot Licensed For Distribution.2023 Forrester Research,Inc.All trademarks are property of their respective owne

43、rs.For more information,see the Citation Policy,contact ,or call+1 866-367-7378.9 Figure 7CRM And Industry-Specific Apps Top Packaged Solutions With Embedded AI CapabilitiesBank Employees Have Insufficient AI KnowledgeAccording to Forresters 2022 data,53%of business and technology pros in banking ra

44、ted themselves as knowing more than average about AI;29%rated themselves as average(see Figure 8).Yet lack of AI skills tops the list of challenges to banks using AI:When asked to select their organizations biggest challenges in using AI,22%of data and analytics business or technology decision-maker

45、s in banking at firms that have adopted AI or are interested in or planning to do so cited a lack of skills to implement and operate AI systems(see Figure 9).AI governance is also top of mind;22%of these decision-makers are concerned about the lack of transparency in AI/ML models,while 20%find it a

46、challenge to maintain oversight and governance of machine decisions.Surprisingly,given banks dependence on third parties with embedded AI capabilities,only 11%of cloud decision-makers in banking report that their organizations use third-party services or partners for AI staffing(see Figure 10).While

47、 increasing internal capabilities is commendable,banks should use third parties to immediately narrow theNot Licensed For Distribution.2023 Forrester Research,Inc.All trademarks are property of their respective owners.For more information,see the Citation Policy,contact ,or call+1 866-367-7378.10 AI

48、 knowledge gap and get help building long-term internal capabilities.Figure 8Most Banking Professionals Are Claiming High Or Intermediate Knowledge Of AINot Licensed For Distribution.2023 Forrester Research,Inc.All trademarks are property of their respective owners.For more information,see the Citat

49、ion Policy,contact ,or call+1 866-367-7378.11 Figure 9Top Impediments For Banks In Executing AI TechnologiesNot Licensed For Distribution.2023 Forrester Research,Inc.All trademarks are property of their respective owners.For more information,see the Citation Policy,contact ,or call+1 866-367-7378.12

50、 Figure 10Banks Are Not Leveraging Partners AI Capabilities Sufficiently To Address Skill GapsBanks Are Failing To Link Data Governance To AI GovernanceData management and governance are AI technologies most fundamental and critical facets.Most data and analytics decision-makers in the banking indus

51、try claim that their organization does well at executing and acting on data and data product performance for AI in production(see Figure 11).While they did not frequently report low-quality or absent data as challenges to adopting AI,only 17%of data and analytics tech decision-makers with purchase i

52、nfluence over data governance and stewardship at firms in the banking industry reported linking data governance to AI training and governance(see Figure 12).Banks should embark on the path to data maturity by providing data in a manner that ensures its quality,supported and regulated by an optimal f

53、ramework for data governance.Not Licensed For Distribution.2023 Forrester Research,Inc.All trademarks are property of their respective owners.For more information,see the Citation Policy,contact ,or call+1 866-367-7378.13 Figure 11Most Respondents Say That Their Banks Does Well On Model Execution An

54、d ManagementNot Licensed For Distribution.2023 Forrester Research,Inc.All trademarks are property of their respective owners.For more information,see the Citation Policy,contact ,or call+1 866-367-7378.14 Figure 12Few Banks Successfully Link Data Governance To AI GovernanceNot Licensed For Distribut

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59、 Park Drive,Cambridge,MA 02140 USA Tel:+1 617-613-6000|Fax:+1 617-613-5000|Not Licensed For Distribution.2023 Forrester Research,Inc.All trademarks are property of their respective owners.For more information,see the Citation Policy,contact ,or call+1 866-367-7378.16 World Wide Technology Commits Mo

60、re Than$500M toDrive Enterprise AI Adoption at Global ScaleTop Considerations for Building High-PerformanceStorage Solutions for AIThe Only Way to Succeed With AI is a Full StackApproachBy Jim Kavanaugh,Chief Executive Officer and Co-founderThree-year investment in technology,infrastructure and peop

61、le includes a new AI ProvingGround lab environment,expanding the ATCs existing test and development capabilities tohelp organizations assess and implement AI solutions.By Jeff Fonke,Ryan Avery and Brent CollinsNot all storage solutions are created equal when it comes to supporting thedemands of AI w

62、orkloads.Learn about WWTs top considerations for designing,deploying and implementing high-performance storage(HPS)solutionsWWT and NVIDIA are collaborating to help organizations take a comprehensiveapproach to developing purpose-built AI systems and software that help digitallytransform their busin

63、ess.Read Jims AnnoucementRead the press releaseRead the articleFurther readingMinority-owned,privately held for30+yearsTechnology provider tomore than 80 of Fortune100 companies10,000 team membersgloballyAward-winning culture,Great Place to Work 12 years in a row$20B inannual revenueCommitted to div

64、ersity,inclusion and equalityGlobal presence in60+countriesA Top Partner withCisco,HPE,DellTechnologies,NetApp,F5,VMware and IntelWWTs founders,Dave Steward andJim KavanaughPlus,more than one hundred awards from our partners,clients and communitiesrecognizing our dedication to our company culture an

65、d the innovative work we do for ourcustomers.To create a profitablegrowth company that is alsoa great place to work for allTo be the best technologysolution provider in theworldThey drive the results you want.Our team is committed to your success.Our company culture is reflected in our core values,o

66、ur IntegratedManagement&Leadership Program and our Diversity&InclusionProgram.These are principles we live by.They shape who we are andhow we interact with each other,with our partners and with you.Our VisionOur MissionAwards and recognitionOur greatest innovations:our people and our cultureAPRIL/MA

67、Y 2021 FORTUNE.COMBEST COMPANIES TO WORK FOR 2021We make a new world happenWe are thinkers and doers.We provide services that spanstrategy through execution tohelp solve complex businessand technology challenges,accelerating meaningfuloutcomes for our customersglobally.Our approach is thedirect resu

68、lt of a culture thatchampions the courage toembrace change and the spiritof innovation to make thatchange count.Throughout the last 30 years,we have partnered with some of theworlds largest organizations and developed insight and intellectualcapital that reaches into every aspect of enterprise techn

69、ology,across every sector of the economy.Our track record of overcoming obstacles to advance digital transformation ensures you a trusted partner on which you can rely.We provide a healthy and agile culture,a vast portfolio of services,hyperscale innovation labs and a sophisticated global supply chain that accelerate your solution from idea to outcome.We create new realities for our customers.We are driven to support your organizations success