1、 CEO Study6 hard truths CEOs must face How to leap forward with courage and conviction in the generative AI eraIBM Institute for Business ValueGlobal C-suiteSeries29th EditionAbout the studyThis study represents the 29th edition of the IBM Institute for Business Value(IBM IBV)C-suite Study series.Fo

2、r the 2024 CEO Study,IBM IBV,in cooperation with Oxford Economics,conducted two rounds of survey-based interviews with more than 2,500 CEOs from 30+countries and 26 industries.Conducted from December 2023 through April 2024,these conversations focused on business priorities,leadership,technology,tal

3、ent,partnering,regulation,industry disruption,and enterprise transformation.Additional insights were drawn from ongoing IBM IBV research related to evolving technologies,including generative AI and hybrid cloud,and various industries.Findings were also derived from numerous client interactions,inclu

4、ding more than two dozen deep-dive interviews with CEOs conducted from July 2023 through April 2024.The cover concept and individual patterns in this report were developed using generative AI.IBM IBV designers translated each of the“hard truths”into prompts,and then used these prompts within Adobe F

5、irefly to generate vector-based imagery that inspired the basis and structure for each pattern.Similarly,the photos that appear in this report were identified using AI-assisted,natural-language search,using the generated patterns as reference images.Overall,the efficiency gained by integrating these

6、 tools into the design process is as follows:Concept3 weeks to 1.5 days Patterns2 weeks to 2 days Photography1 week to 2 hoursContents3 Introduction The opportunity paradox7 The CEO outlookYour team isnt as strong as you think.14 Talent and skillsThe customer isnt always right.20 InnovationSentiment

7、ality is a weakness when expertise is in short supply.26 Ecosystem partnershipsSparring partners make the best leaders.32 Decision-makingPeople hate progress.38 Vision and cultureTech short-cuts are a dead end.44 Transformation13 The six hard truths51 Conclusion When youre on a burning platform,big

8、risks are just good business 52 Research and methodologyIntroduction 32Is generative AI your wildest dream or your worst nightmare?It depends on how your organization reacts todayand prepares for tomorrow.Generative AI has the potential to shake up the way your business has always worked,driving unp

9、recedented productivity and revealing new avenues for growth.But those tremors could also crack the foundationand send everything youve built crashing to the floor.The opportunity paradoxThe risk is real,but sticking to the status quo isnt any safer.As generative AI throws everything into question,C

10、EOs understand that they cant stay the course and stay in the race.More than two-thirds say the potential productivity gains from automation are so great that they must accept significant risk to remain competitiveand 62%say theyll take more risk than the competition to maintain their competitive ed

11、ge(see Figure 1).And it doesnt stop there.Our 2024 CEO study reveals that:59%of all CEOs surveyedand 72%of top-performing CEOsagree that competitive advantage depends on who has the most advanced generative AI.72%of all CEOs see industry disruption as a risk rather than an opportunity.62%say they wi

12、ll need to rewrite their business playbook to win in the future,rather than play to existing strengths.In this high-stakes environment,CEOs must strike the right balance between caution and couragewhile moving faster than ever before.43%say theyll increase the tempo of their organizations transforma

13、tional change in 2024,compared to just 19%that expect to slow down.As top leaders pick up the pace,they need to unite disparate teams to deliver growth while also managing data privacy concerns,legal liabilities,and technical complexity.Introduction“The more uncertainty you face,the more opportuniti

14、es you have.In the past,eight out of 10 CEOs could get it right,but now only two CEOs can get it right.For the two CEOs who do it right,the benefits are even greater.”Chairperson,Industrial Manufacturing,ChinaIntroduction 5Even if they dont know exactly where theyre headed,CEOs have to push their te

15、ams forward faster.Productivity gains and other quick wins are fueling this acceleration,but thats just the beginning.CEOs that stop here will miss out on the biggest part of the generative AI opportunity:top-line growth.Yet,59%say they arent willing to sacrifice operational efficiency today to driv

16、e greater innovation.CEOs also say focusing on short-term outcomes is the top barrier to innovation.This suggests that many could fall into the trap of making incremental improvements,instead of transforming critical operations.But if CEOs open the aperture,generative AI can be the springboard theyr

17、e searching for.Theyll have to make some important trade-offs.As the shelf-life of successful business strategies continues to shrink,theyll need to question old assumptions.That may mean exploring new business models,developing entirely new product lines,bringing new partners into the foldor saying

18、 good-bye to business relationships that cant drive new strategies forward.To make their wildest generative AI dreams reality,CEOs need to let go of “what has always worked”and start tackling the hard truths holding them back.For technology to transform the business,first the business must evolve.Fi

19、gure 1 Big risks,big rewardsThe promise of generative AI inspires CEOs to step out of their comfort zonessay they will take more risk than the competition to maintain their competitive edge.62%67%say the potential productivity gains from automation are so great that they must accept significant risk

20、 to stay competitive.4CEOs that settle for productivity gains will miss out on the biggest part of the generative AI opportunity:top-line growth.The CEO outlook 7The CEO outlookHow are leading CEOs preparing for an uncertain future?Outcomes-focused investmentTechnology leaders deliver capabilities a

21、ligned with enterprise strategy and priorities.Expertise-led differentiationExpertise informs business decisions and gives the organization a competitive edge.Robust technology foundationDigital infrastructure enables new investments to efficiently scale and deliver value.Active ecosystem engagement

22、The organization engages partners by delivering industry-specific solutions beyond enterprise borders.Effective strategy developmentThe executive leadership team crafts a compelling strategic vision to drive business outcomes.Actionable enterprise metricsEnterprise data and KPIs effectively set a cl

23、ear bar for success,which helps teams achieve business objectives.CEOs across the board expect their investments to drive growth and profitability.But those results dont always materialize.So,what are leading CEOs doing differently?Weve identified a group of CEOs,representing roughly 10%of our globa

24、l dataset,that are outperforming the competition despite global disruption.Here are six critical capabilities and characteristics that allow them to act with conviction even in the face of uncertainty.“If someone else destroys our old business model,we will be ruined.But if we destroy our old busine

25、ss model,we will survive.”Nobuhiro TsunodaChairperson,Ernst&Young Tax Co.,Japan 68The CEO outlook 980604020Leading CEOs also say their organization outperforms in several key areas that deliver a competitive edge.1.Rate the effectiveness of your organization in the following areas:Executing the ente

26、rprise strategy.Percentage reflects“effective”and“highly effective.”2.How does your organizations performance compare to similar organizations over the past three years?Percentage reflects“outperformed”and“significantly outperformed.”3.How would your closest competitor rate your organizations perfor

27、mance compared to similar organizations?Percentage reflects“leading”and“significantly leading.”The CEO outlookWhat sets top-performing CEOs apart?High performance starts with financial metrics.CEOs in our leader group run organizations that have outperformed the competition in annual revenue growth

28、and operating margin since 2020.Executing enterprise strategy1Cyber risk and cybersecurity2Innovation3Technological maturity3Partner/ecosystem development323%more17%more22%more19%more43%moreTalent development and retention245%moreLeading CEOsAll others 2020-20222023Annual revenue/budget growthOperat

29、ing margin+16.4%+20.4%+17.7%+19.8%Outperformance metrics“As AI develops,there will be three types of people:those who create AI,those who use AI,and those who are used by AI.”Kazuhiro Nishiyama President,Kansai Mirai Bank,LimitedThe CEO outlook 1110The CEO outlookCEO priorities and challenges are ch

30、anging rapidlyTop priorities Top challengesTop technologies 234512024Business model innovationProductivity or profitabilityScalability of service deliveryMarketing and sales effectivenessForecast accuracyProduct and service innovation Tech modernizationCybersecurity and data privacyForecast accuracy

31、Productivity or profitabilityCustomer experience2023Productivity or profitabilityTech modernizationCustomer experienceCybersecurity and data privacyEnvironmental sustainabilityProduct and service innovation Environmental sustainabilityCybersecurity and data privacyTech modernizationTalent recruiting

32、 and retentionDiversity and inclusionBusiness model innovationCloud computingIoT,mobile,and connected devicesMachine learningAdvanced analyticsAutomationAI chatbots and natural language processingDisruption is demanding CEOs to shift their focus.As new challenges come to the fore,CEOs are prioritizi

33、ng different strategic objectives and tapping quickly evolving technologies,including new forms of AI,to deliver business results.Generative AI IoT,mobile,and connected devicesAdvanced analyticsData architectureTraditional AIHybrid cloud6 2345101 2 4 13CEOs seek a rapid transition with generative AI

34、,from piloting projects to increasing efficiency to driving growth.Those who arent planning to transform quickly risk being left behind.Not investingPiloting and experimentationEfficiency and cost savingsGrowth and expansion24%10%Today202520262029 47%26%3%20%52%18%13%38%49%3%30%67%Note:Not all lines

35、 add up to 100%due to rounding.More concernedInsufficient proprietary dataImproper use of intellectual propertyIrrelevant use casesData privacyData lineage RegulationLess concernedCEO concerns about generative AI adoption are also changing as capabilities mature.CEOs have big plans for generative AI

36、56“A good CEO can read the market and grasp the degree of tension,just like flying a kite,loosening it when there is wind and pulling it when there is no wind.”Chairperson,Industrial Manufacturing,China“CEOs continue to manage that creative tension between having a vision for the organization of the

37、 future while still being grounded in the realities of today.”Ngiam Siew Ying CEO,Synapxe12Here are six difficult realities CEOs must face from people challenges to operations hurdles to data and technology limitationsto outcompete in the age of generative AI.1Your team isnt as strong as you think.2

38、3The customer isnt always right.Sentimentality is a weakness when expertise is in short supply.Sparring partners make the best leaders.456People hate progress.Tech short-cuts are a dead end.13The six hard truthsTalent and skills 1514Your team isnt as strong as you think.In a world where generative A

39、I separates the winners from the losers,people are a CEOs biggest technology problem.No matter how good a team is today,it isnt good enough to compete tomorrow.CEOs understand that their people will make all the difference.Already,51%are hiring for generative AI-related roles that didnt exist last y

40、ear.Yet,most say their organizations are straining under the pressure.More than half say theyre already struggling to fill key technology rolesand its unlikely this task will get easier any time soon.Overall,CEOs say 35%of their workforce will require retraining and reskilling over the next three ye

41、arsup from just 6%in 2021.Yet,they arent sure exactly what should change.Nearly two-thirds say their teams have the skills and knowledge to incorporate generative AIand 67%say their recruiting and retention efforts deliver the skills and expertise they need to achieve business objectives,even as the

42、y face a talent shortage.A lack of data may be causing this disconnect,as only 44%of CEOs say theyve assessed the impact of generative AI on their workforce(see Figure 2).“Talent is key to resilience.If I dont have talent that can anticipate and adapt,absolutely nothing is going to happen.”Fabin Her

43、nndezCEO,Movistar ColombiaLook for the people doing tomorrows jobs today to redefine how work should be done.Talent and skills 171651%of CEOs say theyre currently hiring for generative AI-related roles that didnt exist last year.Figure 2Connect the dotsMost CEOs are acting fast on generative AIbut f

44、ewer understand its workforce implicationsBut only44%of CEOs have assessed the impact of generative AI on their workforce.“We must change our business model to benefit from AIand in the future,quantum computingto recruit the best talent.”Nobuhiro Tsunoda Chairperson,Ernst&Young Tax Co.,Japan Connect

45、ing the dots will be crucial in the coming year,given that 40%of CEOs plan to add staff because of generative AI.A larger portion(47%)expect to reduce their workforce because of generative AI,but they say the number of jobs created will exceed the number of jobs lost overall.On average,they plan to

46、increase the workforce by nearly 6%over the next three years.As generative AI continues to shake up how work is done,CEOs will need to rethink how skills,experience,and job roles relate to each other to make the most of this talent investment.The augmented workforce of the future promises to create

47、more value than people or machines can deliver alone,but you cant plug tomorrows talent into yesterdays operating model.CEOs must identify the people doing tomorrows jobs today and tap their experience to define how work should be done in the future.1 “We have to have the best team for todaybut will

48、 it be the right team for the future?We cannot be sure.Thats why we need to reskill,retool,and get people ready for what is coming.”Ngiam Siew YingCEO,Synapxe18Reimagine how humans and machines can share the load.Look beyond initial productivity gains to see how a new division of laborand an entirel

49、y new operating modelcould drive innovation and transformative growth.Take a fresh look at your talent.Adopt a“day 1”mindset.If you wouldnt hire your people today,identify whats missing and whether training can get them where they need to be.Identify forward-thinking talent thats leading the change.

50、Give these people a platform to teach others.Accurately assess the cost associated with replacing talent that cant adapt.Compare this against the opportunity cost of stagnationand act as quickly as budgets will allow.Boost creativity with a culture of curiosity.Cultivate human-tech chemistry by pair

51、ing people from different parts of the organization to drive transformation initiatives.Redefine ways of working.Encourage experimentation with generative AI tools and build in time for teams to share their learnings.Reward thoughtful risk-taking to set the tone.Use incentives to show that,win or lo

52、se,experimenting with generative AI delivers value for the organization.Make people your most important tech investment.Analyze workforce data to determine where your organization has skills gaps and define a timeline for closing them.Know when to buy,build,borrow,or bot.Assess where it makes sense

53、to fill the gap with employee training,targeted automation,or partner resources.Be prepared to spend more than you have in the past to hire for in-demand skills.Talent and skills 19What to doInnovation 2120The customer isnt always right.Customers dont know what theyll want tomorrow.Its not that they

54、re indecisiveits that the next big thing could change everything.Just as connected mobile devices have introduced must-have products that didnt exist a decade ago,generative AI could open the door to a new universe of opportunity.This may be why CEOs say product and service innovation is their top p

55、riority for the next three yearsup from sixth place in 2023.Generative AI can help companies tap into vast stores of customer data,from in-depth market research to individual device metrics,to come up with paradigm-busting product ideas.It can even validate far-out concepts against real-world busine

56、ss criteria,letting employees focus on the creative work required to bring the best ideas to life.With these game-changing capabilities on the table,86%of global digital product leaders say generative AI is now a critical part of digital product design and development.2However,this is only the start

57、ing point for true product innovation.Hitting the right mark in a hyper-competitive consumer landscape will require more co-creation than companies are used to.Rather than spending months designing and developing the perfect product or experience,companies will need to prioritize speed to marketand

58、fast feedback loops that give customers a voice.Generative AI can take some of the guesswork out of this process by making customer feedback more accessible to product teams.According to recent IBM Institute for Business Value(IBM IBV)research,only 30%of organizations are harnessing generative AI to

59、 quickly analyze and summarize customer feedback to inform product design and development today.But these early adopters already have an edge:theyre 86%more likely to be creating hyper-personalized experiences than their counterparts.3Until recently,hyper-personalization at scale seemed like a pipe

60、dream.But its quickly becoming reality with the help of generative AI.While only a quarter of organizations are using generative AI to create hyper-personalized digital product experiences today,that figure is expected to more than double to 64%by the end of 2024.4“AI has a role in helping us advanc

61、e to provide better service to our customers.”Javier TamargoCEO,407 ETR “At smart Europe,we are super-fast,we are super agile,we listen,and we change.As long as we show customers that were taking their issues seriously and fix them quickly,theyre happy.People appreciate our co-creation approach.”Dir

62、k AdelmannCEO,smart Europe GmbHInnovation 2322Figure 3Product wizardry versus privacy invasion Open communication with customers is essential to successfully deliver hyper-personalized productsof CEOs say transparency around the organizations adoption of new technologies is critical to fostering cus

63、tomer trust.80%“We tend to start with the business problem and what were trying to accomplish,and then we look for technologies or innovations that can help us do that.”Judy McReynolds CEO,ArcBest 71%say establishing and maintaining customer trust will have a greater impact on their organizations su

64、ccess than any specific product or service.In this way,generative AI can make customer experiences magical.It can give customers exactly what they want before theyve even thought to ask for it.This instant gratification could be very addictiveas long as technology respects peoples boundaries.To walk

65、 the line between product wizardry and privacy invasion,companies must use customer data ethically and responsibly.Customers are willing to be wowed by hyper-personalization,but they want to know whats happening behind the curtain.For instance,a 2024 IBM IBV consumer study found that more than half

66、of consumers want to receive personalized information,advertisements,and offerings from retailers,but roughly four in 10 want information about and control over how that data is being used.5 As hyper-personalized experiences become less fiction,more reality,CEOs know they need to protect customer tr

67、ust.Almost three in four agree that establishing and maintaining customer trust will have a greater impact on their organizations success than any specific product or service features.And four in five say transparency around the organizations adoption of new technologies is critical to fostering tha

68、t trust(see Figure 3).Innovation 2524What to doGet more from your systems.Use technology to deliver superior experiencesbut think beyond current customer sentiment and expectations.Look beyond what customers say they want today to design the breakthrough innovations of tomorrow.Use data and generati

69、ve AI to identify new opportunities to move forward rather than perfect the present.Be transparent about how you use customer data.Make trusted data the backbone of your organization.Be upfront about what data youre collecting,how youre using it,and why.Let customers share their data on their own te

70、rms.Explain how their data will improve their experience and let them opt-in based on their personal priorities.Stay ahead of customers ethical expectations.Go beyond whats required by regulation to cultivate customer trust in your data policies.Co-create products and experiences to increase custome

71、r engagement.Set expectations up front for every interaction to make customers feel like theyre being catered to,rather than spied on.Lead with design thinking.Use customer feedback to inform rapid iteration,with generative AI suggesting and validating potential improvements.Use large language model

72、s to power hyper-personalized experiences,such as curated product recommendations,tailored marketing messages,and customized content.Innovation 25Design holistic experiences and hyper-personalize product development while keeping an eye to the future.Create dynamic experiences that incorporate conti

73、nual customer feedback and build trust through transparency.Ecosystem partnerships 2726Sentimentality is a weakness when expertise is in short supply.“Its dangerous if we cant have heart-to-heart discussions with our partners about how were positioned to navigate changeand what will happen if things

74、 are left as they are.”Kazuhiro NishiyamaPresident,Kansai Mirai Bank,LimitedCEOs need to trust the partners they bring to the tableand that trust can take years to build.But valuing connections over capabilities could be kryptonite for business leaders as they jockey for a competitive edge with gene

75、rative AI.“An enterprise must look at who it walks with.In the business ecosystem,you must work with the bestotherwise you will be left behind.”Chairperson,Industrial Manufacturing,ChinaLooking to the future,CEOs know they need to be selective about which partners they prioritize.Nearly two-thirds s

76、ay their organizations strategy is to concentrate on fewer high-quality partners.This is perhaps to keep key vendors close at hand,as 60%expect critical expertise and capabilities to be increasingly concentrated in a small cluster of organizations.Striking the right mix between familiar faces and fr

77、esh ideas will be crucial as CEOs push their teams to innovate.Today,more than half say changing strategic priorities demand reconfiguring core business partnerships.Yet,in the same breath,76%say they have the right network of partners to execute their strategy today(see Figure 4).Ecosystem partners

78、hips 2928Figure 4Recalibrating relationships CEOs expect to pivot their partnerships as priorities change76%of CEOs say they have the right network of partners to execute their strategy.say changing strategic priorities demand reconfiguring core business partnerships.55%But“You cant be good at every

79、thing.Thats why you have to find partnersand find a model that makes you comfortable working with these partners.”Mikkel HemmingsenCEO,Sund&Blt Holding A/SWhile trust and shared values are central to successful partnerships,CEOs must resist the urge to cling to whats comfortable as they navigate the

80、 winds of change.They wont be able to accelerate transformation if they keep investing in an unproductive status quo.By assessing their organizations strengthsand deciding what must be done in-houseleaders can determine where to get external support.While it may seem unnatural at first,CEOs will nee

81、d to cede control over non-essential aspects of the business to focus more attention on what matters most.With the right partners in the right seats,CEOs can tap capabilities that were previously out of reach.Ecosystem partnerships 3130What to doRuthlessly cut dead weight to make room for new growth

82、.Know what you value most.Dont continue to invest in long-term partnerships that are no longer producing results.Surround yourself with the best.Build a new relationship checklist and move on from partners that dont meet your standards.Ensure that your partners are aligned with your approach to AI e

83、thics and the guardrails that are in place.Decide when and how you will let others take the wheel.Definethen clearly communicatehow much control youre willing to cede,as well as which capabilities you must keep in-house to control essential operations.Trust the experts.You cant be the best at everyt

84、hing,but you can benefit from collaborating with specialists.Engage your ecosystem partners as full participants in technology innovation and adoption.Build symbiotic relationships.Cultivate the give-and-take.Create mutual dependency with your best partners by investing time and resources to support

85、 their strategic goals.Take advantage of complementary strengths and perspectives to boost foresight and resilience in the event of change.Clearly communicate what you need,whats a deal-breaker,and what youre willing to compromise on.Ask for what you needand dont settle for less.Clearly define the o

86、utcomes you need from your partnerships and what matters most to each player.Access relevant,high-demand skills through ecosystem partnerships to supplement the core capabilities you build in-house.Decision-making 3332“If a senior management team completely excludes the exchange and collision of vie

87、ws and opinions,the team is not creative.”Chairperson,Industrial Manufacturing,ChinaThe C-suite shouldnt always agree.Each officer comes to the table with their own perspective and area of expertise.No individual view offers objective truth.Rather,its the full picture they paint together that helps

88、CEOs decide which direction the organization should take.Sparring partners make the best leaders.Just as sparring strengthens fighting skills,emphatic discussion leads to better decisions,especially in times of uncertainty.But CEOs need to set clear ground rules to keep these conversations construct

89、ive.If leaders believe no holds are barred,debates can devolve into all-out brawls.These melees tend to be counter-productive,with nearly half of top leaders saying competition among their C-suite execs impedes collaboration from time to time.However,conflict can also increase creativity,as clashes

90、help leaders find common ground.When leaders learn to speak each others languagesand co-create shared strategiesthey find inspired solutions to interconnected business challenges.This will be crucial as technology transforms the business landscape,with nearly two-thirds(65%)of CEOs saying their orga

91、nizations success is directly tied to the quality of collaboration between finance and technology functions(see Figure 5).Over the next three years,CEOs will lean on COOs,CFOs,and CTOs to make pivotal decisions.Technology leaders will need to set the bar for tech capabilities across the business,COO

92、s must advise where technology can make the biggest day-to-day impact,and CFOs will need to advise where finite budgets should be spent.To make sure the organization benefits from the expertise of all its leaders,not just the ones who shout the loudest,CEOs will need to set clear cultural parameters

93、 around how decisions are made.When leaders learn to speak each others languages,they find inspired solutions to interconnected business challenges.PerspectiveDifferent corners,different viewsBarriers to innovation Measures of enterprise transformation Short-term focusRegulatory constraintsEmployee

94、resistance to changeC-suite officers have different perspectives on how to measure progressand whats holding innovation backbased on where they sit in the organization.CEOsCFOsTech CxOsManagement resistance to changeAversion to riskLimited budgetRegulatory constraintsInadequate technology or dataMan

95、agement resistance to changeOrganizational digital maturityCybersecurity maturityTechnology adoptionFinancial benefitsRisk exposureProject progressInnovation maturityCybersecurity maturityCustomer experienceDecision-making 35Figure 5Rules of engagementCEOs must foster a culture that encourages empha

96、tic debate and constructive collaboration48%say competition within their C-suite sometimes impedes collaboration.65%of CEOs say their organizations success is directly tied to the quality of collaboration between finance and technology functions.34“The more you specialize and divide a process into p

97、arts,the more you have to create some kind of dependency between the parts.”Mikkel HemmingsenCEO,Sund&Blt Holding A/SDecision-making 3736Define rules of engagement and emphasize expertise.Use consistent data,establish clear governance,and define desired outcomes.Set ground rules for healthy debate a

98、nd build constructive tension to spark growth and innovation.Highlight where its critical to speak a common language and where individual expertise is essential.Break down barriers between IT and the business.Surface conflicting expectations around critical paths and timelines.Stop measuring busines

99、s and IT goals separately.Prioritize IT projects with the strongest links to business value.Restructure the C-suite for success.Create a clear decision-making matrix.Give leaders clear guidance about who has authority in which area.Align rewards and incentives to encourage debate on the right topics

100、.Actively encourage the inclusion of different expert opinions while clearly defining when a decision has been made or where you need quick consensus.What to doBuild a C-suite that can lead with conviction.Generative AI changes what you can dobut it shouldnt change who you are.Reinforce a clear and

101、compelling vision to prioritize new opportunities and align transformation efforts across the organization.Vision and culture 3938People hate progress.Generative AI promises to bring opportunities that were once pure fantasy into the realm of possibility.But moving beyond productivity gains to busin

102、ess model innovation will require buy-in at all levels of the organizationand many employees see generative AI as something thats happening TO them,not a tool that works FOR them.“Process automation is not about replacing an individual.Its about enhancing the value of individualsmaking human work mo

103、re human.”Javier TamargoCEO,407 ETRCEOs see the people problem that generative AI is creating.Nearly two-thirds(64%)say their organization must take advantage of technologies that are changing faster than employees can adaptand 61%say theyre pushing their organization to adopt generative AI more qui

104、ckly than some people are comfortable with.Part of the issue is that many people think theyre training their replacement.Despite the fact that business leaders consistently say this technology will support human employeesnot replace thememployees remain skeptical.Until theyre convinced,they wont tak

105、e the initiative to rethink how work is done.To get people on board,organizations will have to invest in training that will help them see generative AI in a new light.If they understand how this technology can make their jobs easierand more rewardingorganizations could see a major uptick in adoption

106、.Most CEOs know that making the most of generative AI will require developing technology and people in equal portion,with nearly two-thirds saying success will depend more on peoples adoption than the technology itself(see Figure 6).CEOs also need to help people connect the dots between strategy,gov

107、ernance,and security as transformation continues to accelerate.Theyll need to create thoughtful guardrailsnot processes and policies alone,but requirements built into AI solutions themselves that free people to innovate within a safe framework.In fact,68%of CEOs agree that governance for generative

108、AI must be established as solutions are designed,rather than after they are deployed.“You have to take the entire organization with you on the journey.Give teams the resources to run a pilot and see the advantages it can deliver.Then theyll fight for it.”Dirk AdelmannCEO,smart Europe GmbHVision and

109、culture 4140Figure 6The human elementCEOs know that people are at the heart of successful generative AI adoptionsay theyre pushing their organization to adopt generative AI more quickly than some people are comfortable with.64%say succeeding with AI will depend more on peoples adoption than the tech

110、nology itself.61%“The goal is to get AI to do the things people dont want to do and give humans the space to do the things they want to doto increase speed and efficiency and create extra capacity.”Taro FujiePresident and CEO,Ajinomoto Co.,Inc.But this is easier said than done.While three-quarters o

111、f CEOs say trusted AI is impossible without effective AI governance in their organization,only 39%say they have good generative AI governance in place today.This may be because people arent sure exactly what theyre being asked to do.81%of CEOs say that inspiring their team with a common vision produ

112、ces better outcomes that providing precise standards and targets.Yet roughly 40%acknowledge that their employees dont fully understand how strategic decisions impact them.Overcoming this confusion will be essential as adopting generative AI becomes a more urgent priority.Today,less than half of orga

113、nizations are focused on generative AI pilotsand another 24%are doing nothing at all.Yet,49%of CEOs expect to use generative AI to drive growth by 2026.This is very ambitiousand only purposeful transformation will make it possible.To create a culture of acceleration,CEOs need to help employees see t

114、he value of using generative AIand their role in driving growth.If people choose to wield the power of generative AI,businesses could see this technology gain traction quickly.If they dont,transformation efforts will continue to spin their wheels.Vision and culture 4342Change your mindsetbut keep yo

115、ur values.Be a stabilizing center of gravity while embedding generative AI in your enterprise strategy and adapting your operating model to deliver critical outcomes.What to doEliminate friction from the employee experience.Find the pain points that create employee pushback on generative AI adoption

116、 and find ways to improve whats not working.Invest in the tools that will make daily tasks easier and more rewarding.Look for processes that are slow,inefficient,or create unnecessary work for employees,then use generative AI to reduce the burden.Invest in what will inspire change.Prioritize people

117、as much as technology,if not more.Incentivize the adoption of new technologies and reward people who find ways to reinvent their roles.Offer training that helps employees learn to use generative AI to their advantage.Ensure that governance,technology,and talent are prepared to optimize the value of

118、generative AI investments and skills.Stoke the fire.Inspire people with a vision that aligns generative AI with the organizations mission.Make tech serve the culture,not the other way around.Give people the keys and let them drive.Preempt shocks by anticipating disruption.Embrace agile processes tha

119、t allow teams to quickly respond to changing market conditions without breaking a sweat.Transformation 4544Tech short-cuts are a dead end.As the tectonic plates of enterprise IT shift,CEOs must decide where their tech is structurally sound,where they need to build scaffoldingand where they should te

120、ar it down to the foundation.There are many paths to success,but CEOs need to prioritize tech improvements that will support long-term business strategies.This is the work no one wants to dobut neglecting this task for exciting new use cases will constrain future growth.The uncertainty surrounding g

121、enerative AI makes the situation even more complex.For instance,CEOs must keep an eye on the EU AI Act and other major global regulations that are influencing how AI can be developed and usedas well as how their organizations can gain a competitive edge.With new applications coming into view every d

122、ay,CEOs have many opportunities to choose fromand no guarantees about which will deliver the most value.Yet,making the right technology investments is one of the key factors that set top-performing CEOs apart.90%of these leaders say their organizations digital infrastructure enables new investments

123、to efficiently scale and deliver value,compared to just 71%of all CEOs.Looking to the future,CEOs expect transformative technologies to support the organization in complementary ways.For example,they say AI will help them gain a competitive advantage,drive innovation and transformation,and enhance d

124、ecision-making,while they expect hybrid cloud to increase productivity,accelerate growth,and improve the employee experience.But neither of these technologies will take an organization very far on its own.They need to be adopted and optimized in tandem to deliver on their full potential.“If there ar

125、e only short-term goals,the company will not do well.There must be long-term goals,there must be lighthouses.”Chairperson,Industrial Manufacturing,China“We can spend a lot of time fixing the old stuff,but sometimes you just need to break it down and build something new.”Ngiam Siew YingCEO,Synapxe Tr

126、ansformation 4746Figure 7Mortgaging the futureCEOs are worried that short-term targets may be shortsightedBut say their organization is meeting short-term targets by reallocating resources from longer-term efforts.CEOs say a focus on short-term performance is their“Technology has changed us.It has c

127、hanged the way we do things.”Gonzalo GortzarCEO,CaixaBank“Its important to forecast and create a roadmapbut its even more important to be agile.So,weve decided to focus on being more responsive to trends and to move from a plan-centered to an execution-centered approach.”Taro FujiePresident and CEO,

128、Ajinomoto Co.,Inc.CEOs understand that tech investments must be made across the board.Overall,they expect hybrid cloud spend to grow 21%between 2023 and 2025,with generative AI and traditional AI investments increasing by 14%and 13%respectively in the same timeframe.Where will this money come from?S

129、ome might come from focusing the organizations effort on more profitable ventures,as 42%of CEOs say discontinuing low-margin or low-growth business lines will drive the greatest cost savings over the next two years.However,two-thirds of CEOs say theyre meeting short-term targets by reallocating reso

130、urces from longer-term efforts.This means technical debt could preclude long-term progress,even if quick wins drive growth or profitability today(see Figure 7).#1barrier to innovation.66%PerspectiveWill generative AI regulations change the game?The EU AI Act is one of the first major pieces of legis

131、lation to introduce requirements around how companies can develop and use generative AI.While CEOs are concerned about how legislation will affect their business,its impeding adoption isnt slowing anybody down.Do the regulatory guidelines provided by the EU AI Act increase your willingness to invest

132、 in generative AI?Given the requirements in the EU AI Act,how will you drive your organizations pace of generative AI adoption in 2024?Stop 2%46%Maintain 35%Accelerate Slow 17%57%Yes43%No Transformation 4948Stop looking for a silver bullet.Be honest about where youre working with outdated tech and s

133、et specific timeframes for mission-critical upgrades.Dont borrow from the future to get quick wins that your organization wont be able to scale.Own your narrative.Know what you offer the market and what technology you need to deliver it effectively.Control what defines and differentiates your organi

134、zation by investing in the technology that aligns with your long-term goals.Ensure generative AI use cases are aligned with your enterprise vision and values.View spending through a wide-angle lens.Model future hybrid cloud and related generative AI costs to see where spend will be neededand where i

135、t can be avoided.Prioritize applications of generative AI that accelerate the transition from piloting to gaining efficiency to driving new growth.Evaluate and quantify the opportunity cost of borrowing from tomorrow to pay for today.Dont second guess a good decision.Prioritize innovation over the p

136、ursuit of efficiency.Dont try to cut your way to growth.Avoid incrementalism and invest in the underlying technology your teams need to stop fighting fires.Dont unintentionally undermine a potential windfall.Every path has its own uncertainties and risks,so pick the best one and go all in.What to do

137、 Conclusion 5150When youre on a burning platform,big risks are just good business.Taking a leap of faith toward a new technology can seem like a risky move.But sometimes playing it safe is the greatest risk of all.By embracing the unknownand playing to their organizations strengthsCEOs have a chance

138、 to gain an edge with generative AI.But that doesnt mean running forward blindly.They must acknowledge the assumptions that underlie each risk calculation,re-run the numbers when things shiftand respond quickly when its time to change course.The days of executing on a five-year strategy are over.As

139、clouds of uncertainty limit visibility,CEOs should instead focus on building the capabilities that will let them pivot as priorities change.If teams have the capacity to be agile and adapt,the organization can jump at new opportunities as they appear,rather than constantly playing catch-up.Getting t

140、here requires honestly assessing their organizations tech-readiness,market position,and skills and capabilities gaps today.By facing the hard truths holding them back,CEOs can unlock the generative AI opportunityand succeed in a future defined by disruption and change.Conclusion“Each day,it is very

141、important to review your vision and be willing to change.If the data confirms that we are wrong,we have to change our decision.That is the culture.”Roberto TomasiCEO,Autostrade per lItalia52At IBM,we collaborate with our clients,bringing together business insight,advanced research,and technology to

142、give them a distinct advantage in todays rapidly changing environment.The right partner for a changing worldIBM Institute for Business ValueFor two decades,the IBM Institute for Business Value has served as the thought leadership think tank for IBM.What inspires us is producing research-backed,techn

143、ology-informed strategic insights that help leaders make smarter business decisions.From our unique position at the intersection of business,technology,and society,we survey,interview,and engage with thousands of executives,consumers,and experts each year,synthesizing their perspectives into credibl

144、e,inspiring,and actionable insights.To stay connected and informed,sign up to receive IBVs email newsletter at can also follow us on LinkedIn at https:/ibm.co/ibv-linkedin.Notes and sources1 Goldstein,Jill,Bill Lobig,Cathy Fillare,and Christopher Nowak.Augmented work for an automated,AI-driven world

145、:Boost performance with human-machine partnerships.IBM Institute for Business Value.August 2023.https:/ibm.co/augmented-workforce 2 Marshall,Anthony,Cindy Anderson,Christian Bieck,and Nisha Kohli.The CEOs guide to generative AI:Digital product engineering.IBM Institute for Business Value.April 2024.

146、https:/ibm.co/ceo-ai-product-engineering 3 Ibid.4 Ibid.5 Niazi,Luq,Joe Dittmar,Karl Haller,Mahesh Dodani,Jane Cheung.Revolutionize retail with AI everywhere:Customers wont wait.IBM Institute for Business Value.January 2024.https:/ibm.co/ai-retail Research and methodologyThe IBM Institute for Busines

147、s Value(IBM IBV),in cooperation with Oxford Economics,conducted two rounds of survey-based interviews for the 29th edition of the IBM C-suite Study series.The primary round engaged 2,500 CEOs from 30+countries and 26 industries and was conducted from December 2023 through March 2024.These conversati

148、ons focused on business priorities,leadership,and expectations for technology,talent,and partnering.A subsequent round,conducted in April 2024,engaged 550 CEOs in 11 countries.These conversations focused on broader economic issues,regulation,generative AI adoption,industry disruption,and enterprise

149、transformation.Data collected through these surveys was analyzed by the IBM IBV analytics hubs team of data scientists.Insights were also drawn from numerous client interactions,including more than two dozen deep-dive interviews with CEOs conducted by IBM from July 2023 through April 2024.Respondent

150、s in our study represent the most senior executives in their organizations:CEOs,public leaders,general managers,and managing directors.The IBM IBV designed data collection by geographic location and industry,with representatives across organizations of various sizes as defined by annual revenue or,i

151、n the case of public sector organizations,annual budgets.For this study,the IBM IBV used a series of analytical methods to identify a group of respondents who reported a distinct set of behaviors which subsequently were shown to correspond to stronger performance on a variety of financial and non-fi

152、nancial measures relative to the overall respondent population.Those in this group are more likely to excel in strategy development,leveraging expertise for decision-making,engaging their business ecosystem partners,using enterprise metrics to drive behavior,aligning investments with business outcom

153、es,and developing robust technical infrastructure.Copyright IBM Corporation 2024IBM Corporation New Orchard Road Armonk,NY 10504Produced in the United States of America|May 2024IBM,the IBM logo,and are trademarks of International Business Machines Corp.,registered in many jurisdictions worldwide.Oth

154、er product and service names might be trademarks of IBM or other companies.A current list of IBM trademarks is available on the web at“Copyright and trademark information”at: document is current as of the initial date of publication and may be changed by IBM at any time.Not all offerings are availab

155、le in every country in which IBM operates.THE INFORMATION IN THIS DOCUMENT IS PROVIDED“AS IS”WITHOUT ANY WARRANTY,EXPRESS OR IMPLIED,INCLUDING WITHOUT ANY WARRANTIES OF MERCHANTABILITY,FITNESS FOR A PARTICULAR PURPOSE AND ANY WARRANTY OR CONDITION OF NON-INFRINGEMENT.IBM products are warranted accor

156、ding to the terms and conditions of the agreements under which they are provided.This report is intended for general guidance only.It is not intended to be a substitute for detailed research or the exercise of professional judgment.IBM shall not be responsible for any loss whatsoever sustained by an

157、y organization or person who relies on this publication.The data used in this report may be derived from third-party sources and IBM does not independently verify,validate or audit such data.The results from the use of such data are provided on an“as is”basis and IBM makes no representations or warranties,express or implied.QJ2BYLZG-USEN-03