1、WAVESTONE GLOBAL TECHNOLOGY&DATA LEADERS SURVEY 2024 Are you ready for Generative AI?ContentsINTRODUCTION03KEY TAKEAWAYS04STRATEGY AND LEADERSHIP05ANTICIPATED BENEFITS13RISKS&BARRIERS17ABOUTAbout the survey About WavestoneHow can Wavestone help?Authors/Get in touch29FOUNDATIONAL CAPABILITIES09EMPLOY

2、EE EXPERIENCE&CHANGE MANAGEMENTCase Study:Microsoft Copilot2328CONCLUSIONAccelerating your transition to GenAI implementationIntroductionKey TakeawaysStrategy and LeadershipFoundational CapabilitiesAnticipated BenefitsRisks&BarriersEmployee Experience&Change ManagementAboutConclusionWavestone Global

3、 Technology&Data Leaders Survey 2024|2of technology leaders think they are behind most of their competitors when it comes to using GenAI75%Companies around the world have recognized the transformative potential of Generative AI(GenAI)and have rushed out press releases proclaiming their GenAI firsts.

4、While this has induced a corporate FOMO(Fear of Missing Out)among many,such highly specific,short-term GenAI projects should not be mistaken for real progress.As GenAI entered the public consciousness over the last year,catching the eye of business leaders,employees,governments and regulators,we hav

5、e encountered different views about the technology and some skepticism about its utility in corporate life.Our own view is that GenAI is genuinely disruptive:it will impact every aspect of work,technology,health,education and indeed society as we know it.While we cant know precisely how people will

6、use these augmented capabilities we can be sure it will usher in changes we can only guess at today.With GenAI in its infancy,companies need to figure out how to introduce it,and how to understand and manage the deep cultural change it will unleash over the coming years.In the Wavestone Global Techn

7、ology&Data Leaders Survey,we talked to 600 technology leaders Chief Information Officers/Chief Digital Officers/Chief Technology Officers/Chief Information Security Officers in Europe,North America,and Asia about the impacts of this seismic technology on all parts of their business covering topics r

8、anging from sustainability to cybersecurity and from foundational capabilities to functional impacts.We sought to find out if they are building the foundations necessary to take advantage of the opportunities GenAI will bring while avoiding the risks.GETTING ON BOARD WITH THE BOARDIn our experience,

9、businesses are looking to GenAI to deliver growth,creative ideas and innovation and the survey highlights their desire for improved customer and employee experience.Meanwhile,technology leaders are predominantly looking for technology management benefits.Technology and business leaders have not yet

10、aligned on the core benefits of GenAI.The survey underlines the need for transparency about the challenges of GenAI,the importance of understanding the businesss risk appetite and in areas such as bias,hallucinations and intellection property protection where mature solutions do not yet exist keepin

11、g abreast of emerging solutions.The findings also demonstrate the importance of cross organization collaboration.Whether engaging with business leaders to determine how GenAI can enhance productivity or improve customer or employee experience,or collaborating with HR/Training leaders to develop chan

12、ge management plans,interaction with peers around the organization will be a hallmark of the successful implementation of GenAI.THE GenAI REVOLUTION HAS ONLY JUST BEGUNThe Wavestone Global Global Technology&Data Leaders Survey shows that most companies are still trying to determine how to gain compe

13、titive advantage from the technology;these efforts have been hindered by GenAI solution providers in an immature marketplace hailing their tools as a panacea for every business issue.While GenAI will transform many parts of the corporate world,these are clearly overstatements.Nevertheless,the world

14、waits to see the future relevance of the technology and the pressure is on technology leaders to start laying the foundations to embrace GenAI while avoiding the risks.IntroductionChadi HantouchePartner,WavestoneWavestone Global Technology&Data Leaders Survey 2024|3Key TakeawaysStrategy and Leadersh

15、ipFoundational CapabilitiesAnticipated BenefitsRisks&BarriersEmployee Experience&Change ManagementAboutConclusionIntroductionKEY TAKEAWAYS EVERYONE IS LATE TO THE PARTY!The vast majority(75%)agree that they are behind most of their competitors when it comes to using GenAI.This corporate FOMO is ofte

16、n an illusion progress on GenAI adoption is being made in some areas for example,individual productivity(Copilots),content creation,customer relationship management but it will be some time before most organizations realize substantial business impact.TECHNOLOGY LEADERS MUST ACCEPT THAT GenAI IS A G

17、AME-CHANGER FOR THEIR BUSINESS16%of tech leaders believe CEOs should take the lead,a far higher figure than for previous generations of AI.With business leaders showing strong interest in GenAI,the need for technology leaders to align with their goals is non-negotiable.In this high-stakes game,there

18、s no room for ambiguity,misalignment or indecisiveness.THE IMPORTANCE OF CHANGE MANAGEMENT IS STILL UNDERESTIMATED 82%state they are confident they can mitigate the risk of the HR impact of GenAI.The full value of GenAI will only be obtained through profound business and process transformations,whic

19、h can only occur when it is fully embraced by users,the wider employee base and company leaders.Successful adoption of GenAI will require the implementation of cultural and behavioral change management measures.GenAIS PERCEIVED ENVIRONMENTAL IMPACT NEEDS A REALITY CHECK 46%of respondents said the en

20、vironmental impact of GenAI was taken into account for all projects and strategies while a further 40%said this was true for some projects.This finding does not tally with our experience in the field and suggests undue optimism or a lack of data regarding the emissions related to GenAI.There is a la

21、ck of transparency from vendors and a need for the industry to agree on frameworks.NO DATA QUALITY,NO GEN AI PERIODReliability or quality of data(31%)was given as the biggest barrier to implementing GenAI projects.The quality of your data will determine the success or failure of your GenAI initiativ

22、e,yet many organizations have struggled for decades with data quality issues.Now is the time to fix these problems for once and for all.TECHNOLOGY LEADERS SHOULD BE ALERT TO NEW RISKSNew threats associated with GenAI are generally overlooked by respondents:Hallucination(only 26%see as a risk),Bias(2

23、3%)and IP protection(27%).Technology leaders must acknowledge and address the specific risks attached to GenAI implementation,not merely their existing concerns.These include not only new threats such as hallucinations,bias,and IP infringement but the possibility of enhanced data and privacy risks w

24、ith much greater consequences.Wavestone Global Technology&Data Leaders Survey 2024|4IntroductionStrategy and LeadershipFoundational CapabilitiesAnticipated BenefitsRisks&BarriersEmployee Experience&Change ManagementAboutConclusionKey Takeaways01.STRATEGY&LEADERSHIPThe question of value for business

25、is key for us.That is why our Data program fully aligns with the companys goals:all the Data initiatives we launch match with AXA Frances strategy.Our delivery is therefore driven by business ambitions and business KPIs from end to end,from ideation down to actual usage.It involves deep cultural and

26、 organizational changes to support the adoption of technology.Only this way will we leverage the full potential we all foresee in Generative AI.Our motto is clear:a successful AI system is a utilized one!”Chafika ChettaouiChief Data Officer,AXA FranceWavestone Global Technology&Data Leaders Survey 2

27、024|5IntroductionKey TakeawaysFoundational CapabilitiesAnticipated BenefitsRisks&BarriersEmployee Experience&Change ManagementAboutConclusionStrategy and Leadership1%We have a separate GenAI strategy that is distinct from our Al strategyGenAI is not mentioned/only mentioned a little as part of our A

28、l strategyWe dont have a GenAl or AI strategy,but we are working on itWe dont have a GenAl or Al strategy,but we will start working on it in the next 12 monthsWe dont have a GenAl or AI strategy,and have no plans to create oneDont know/none of the above1%GenAl forms a significant part of our AI stra

29、tegy39%35%14%7%4%Which of the below best describes your organizations GenAI strategy?74%are working on a GenAI strategy.Only 1%of companies say they have no plans to create a GenAI strategy.35%of respondents say their GenAI strategy is distinct from their overall AI strategy whereas 39%include this

30、in their existing AI initiatives.GENAI ADOPTION GenAI will bring sweeping change to every corner of our lives and is critical to the future success of all organizations;its therefore encouraging to see that 74%of companies are embracing the technology.However,there is a certain inconsistency in thes

31、e findings 67%say GenAI will be a game-changer(see next page),but 58%say that the technology is a fad.This suggests two very different types of professionals:the future-facing technology leader who goes to conferences,speaks to peers,stays up to date with developments in GenAI,and shares the belief

32、of business leaders in its potential;and those who feel AI is just the latest in a long line of overhyped technologies that have failed to deliver on promises.ORGANIZATIONAL STRUCTURE GenAI is not the first AI technology but the latest in a series that includes Machine Learning,Deep Learning and Com

33、puter Vision;and an organizations approach to this new technology is largely dictated by the maturity of their AI capabilities.If you have already embraced earlier versions of AI,then you are likely to simply add GenAI to your existing AI portfolio,whereas those with a less mature AI strategy may op

34、t to create a standalone GenAI initiative.In truth,there is no binary answer to this issue.There is a case to be made for creating an independent AI function and simply letting people get on with out of the box innovation;free from operational governance;while on the other hand,it may make sense to

35、include it within an existing governance framework.(See Take Back Control section on page 26).LEADERSHIP With most companies still investigating the potential of Generative AI,the survey suggests that those technology leaders that have recognized the significance of GenAI to their organizations may

36、be trying to ringfence GenAI projects,rather than allowing other leaders within the business to take ownership.Most respondents felt that those in technology-based roles(CIO/CTO/CDO/CISO)should be the ones leading or funding GenAI initiatives(see page 8):however,16%felt that CEOs should be leading t

37、hese projects not something that would have been said about previous disruptive technologies indicating that technology leaders may have underestimated the appetite of business leaders to be involved.Note:The data was collected from 595 respondents,who were asked to select one optionIntroductionKey

38、TakeawaysFoundational CapabilitiesAnticipated BenefitsRisks&BarriersEmployee Experience&Change ManagementAboutConclusionWavestone Global Technology&Data Leaders Survey 2024|6Strategy and LeadershipTo what extent do you agree or disagree with the following statements?Strongly agreeAgreeDisagreeStrong

39、ly disagreeDont know5%1%1%1%1%1%0%2%We will see what works and what doesnt before we adopt GenAIWe are behind most of our competitors when it comes to using GenAlGenAI is a real game-changer that will deeply disrupt the way we work and do businessOther organizations look to us for inspiration and ad

40、vice when it comes to GenAIWe are too risk averse as an organizationGenAl is a new fad that will generate more disappointment than real business valueWe are not as prepared to use GenAl as we should be9%39%47%39%26%25%23%23%21%37%22%21%35%27%15%31%23%23%31%26%17%41%18%14%36%15%8%75%feel they are beh

41、ind their competitors when it comes to GenAI.86%agree that they are taking a wait and see approach to GenAI.Note:The data was collected from 595 respondents,who were asked to select one option per rowTechnology leaders should be in no doubt:GenAI is going to be transformational for every part of the

42、 organization and the business will expect a return on its investment in this technology that extends beyond the IT department.It is therefore imperative that GenAI projects serve the needs of the business.Successful adoption of GenAI will hinge on how its applied and rolled out,necessitating active

43、 collaboration with leaders across the organization,including those in HR,training,cybersecurity,and various business functions.LAGGARDS OR VISIONARIES?It is perhaps inevitable that 75%of technology leaders feel they are behind most of their competitors when companies are rushing out press releases

44、that highlight their first mover advantage in deployment of GenAI tools:for example,one company announced it had rolled out a GenAI chatbot to 75,000 employees.In our view this is more a PR stunt to generate headlines than a fully thought-out initiative to augment human capabilities.Nonetheless,thes

45、e kinds of announcements generate a corporate FOMO which may also explain why 58%feel they are not as prepared as they should be to use GenAI.In reality,most organizations are in the same exploratory boat.At Wavestone,our employees see these same reports and request that these tools are made availab

46、le to them.However,we have assessed the solutions currently available on the market and have yet to find something that delivers what is promised let alone lives up to GenAIs true potential.Looking at the lessons of history,we know AOL had a messaging app before WhatsApp was even conceived,yet it wa

47、s the latter that prevailed.Being the first to introduce a fledgling technology is no guarantee of commercial success:the deep transformations and the huge User Experience innovations are going to take time to emerge as will the winners that create them.IntroductionKey TakeawaysFoundational Capabili

48、tiesAnticipated BenefitsRisks&BarriersEmployee Experience&Change ManagementAboutConclusionWavestone Global Technology&Data Leaders Survey 2024|7Strategy and LeadershipChief Technology Officer(CTO)/Head of Technology34%Chief Al Officer/Head of AI30%Chief Information Security Officer(CISO)/Head of Sec

49、urity20%Chief Executive Officer(CEO)16%Chief Data Officer/Head of Data14%Business/function leaders10%Chief Operations Officer(COO)/Head of Operations10%Chief Marketing Officer(CMO)/Head of Marketing10%Chief Financial Officer(CFO)9%ExCom(or The Board)8%Chief Analytics Officer/Head of Analytics8%57%Ch

50、ief Information Officer(CIO)/Head of ITWhich leadership roles,if any,are most likely to lead/fund GenAI adoption in your organization?01020304Theres no generic roadmap to GenAI,nor any unique playbook for technology leaders to follow.However,if you are among the 4%of technology leaders that have yet

51、 to decide on a GenAI strategy,it is time to start investigating the technology seriously and to be seen to be doing so because GenAI is not a fad.Determine whether you have a well-functioning governance system across business lines,IT,and data(the three stakeholders that need to be aligned for a Ge

52、nAI project to succeed).if you do,then it is appropriate to include GenAI in these structures;if these structures are not in place(or if they are not working well),then implement your GenAI initiative as an independent project.Ensure you have put in place the operational foundations to enable the pl

53、ans of the business.If you are suffering from corporate FOMO,be reassured that everyone is in the same experimental boat:you should focus on the long-term transformational changes that will deliver what your organization will need in two or three years.TAKEAWAY:STRATEGY&LEADERSHIP The most popular r

54、esponses stated that GenAI initiatives should be led either by CIO(57%)or CTO(34%)or a dedicated AI leader(30%).Only 10%felt that GenAI initiatives should be led by business leaders.Note:The data was collected from 595 respondents,who were asked to select all leadership roles most likely to lead/fun

55、dIntroductionKey TakeawaysFoundational CapabilitiesAnticipated BenefitsRisks&BarriersEmployee Experience&Change ManagementAboutConclusionWavestone Global Technology&Data Leaders Survey 2024|8Strategy and LeadershipTo get tangible benefits from any GenAI implementation,we first must build a solid fou

56、ndation:a robust data governance framework that ensures group wide taxonomies,data quality,integrity and security across the organization.By prioritizing concrete use cases and focusing on these foundational elements,corporations ensure that their GenAI initiatives yield substantial business value.”

57、Andreas EisnerMD,Information Management,Thyssenkrupp AG02.FOUNDATIONAL CAPABILITIESWavestone Global Technology&Data Leaders Survey 2024|9IntroductionKey TakeawaysStrategy and LeadershipAnticipated BenefitsRisks&BarriersEmployee Experience&Change ManagementAboutConclusionFoundational CapabilitiesMain

58、 GenAI use cases have been identified and prioritized for most businesses and functionsExploring potential partners(AI service providers or consultants)Agreement on quality&availability of data requiredBoard launch of a GenAI impact analysisGovernance&appropriate policiesBoard agreement on attitude

59、to riskExploring skills required(for retraining/recruiting)Board funding for pilotsUsable solutions(OpenAl,Big Clouders,Opensource)&pre-requisites(data availability&quality,risk assessment)identified per use case49%43%36%35%34%33%31%30%28%Note:The data was collected from 595 respondents,who were ask

60、ed to select all foundational capabilities they think are pre-requisitesWhich,if any,of these foundational capabilities across people,process&technology do you think are pre-requisites to adopting GenAI?A SWISS ARMY KNIFE?The GenAI market is still in its earliest days and its not crystal clear yet w

61、hat shape it will eventually take or who will dominate it.Hyperscalers such as Microsoft,Google and Amazon are making huge moves in this domain as are major consumer players like Meta and Apple.At the other end of the scale,these behemoths are facing threats from much smaller players:there are alrea

62、dy approximately 70,000 AI companies1(and new ones being created every day).These include not only OpenAI which very few had heard of a year ago but other companies such as the French unicorn,Mistral.When OpenAI introduced ChatGPT,it provided inspiration for many-including respondents to this survey

63、.This data suggests that respondents understand the potential of the technology and can imagine the different ways in which it can have a significant impact on their business:the most popular responses relate to the search for appropriate use cases and only 29%say the technology is already widely in

64、 use.GenAI seems to be seen as a Swiss Army knife with a multitude of potential uses;but identifying those applications that will drive strategic and commercial advantage is not straightforward.As with the advent of the iPhone,companies are still figuring out how to bring this technology into the co

65、rporate world and many of the implications of doing so have yet to be properly considered.Most GenAI solutions will support a wide variety of use cases,but some technology stacks can be more easily integrated into your existing IT estate than others.It is likely that you will default to the technolo

66、gy with which you are most familiar i.e.,if you are currently using Microsoft,Amazon,or Google cloud infrastructures,it would make sense to reuse existing skills and to take your Large Language Model(LLM)from them.Your sourcing strategy whether you are using Hyperscalers,Open Source,or custom in-hou

67、se development also needs to be factored into your governance framework(see below).The amount of regulatory scrutiny your sector attracts is also a consideration:those in more lightly regulated industries may already be using off-the-shelf GenAI products;whereas sectors such as Financial Services,En

68、ergy and Transport that have much stricter regulatory oversight(and much greater potential impacts of GenAI on end users)are likely to take a more cautious approach and look for more trusted and mature solutions.The two main pre-requisites for the adoption of GenAI are usable solutions(49%)and use c

69、ases(43%).Other practical factors such as having the right partners,analysing the impact,governance and having budgets in place are seen as secondary.IntroductionKey TakeawaysStrategy and LeadershipAnticipated BenefitsRisks&BarriersEmployee Experience&Change ManagementAboutConclusionWavestone Global

70、 Technology&Data Leaders Survey 2024|10Foundational CapabilitiesMain GenAI use cases identified and prioritized for most businesses/unctionsExploring potential partners(AI service providers or consultants)Data availability and quality defined on a use-case basisBoard launch of a Gen Al impad analysi

71、sExploring skills required(for retraining/recruiting)My Organization is already using GenAI widelyRisk assessment defined on a use-case basisBoard funding for pilotsGovernance&appropriate policiesDont know39%38%35%34%34%32%29%27%24%24%2%Usable solutions(OpenAl,Big Clouders,Opensource)assessed on a u

72、se-case basisNote:The data was collected from 595 respondents,who were asked to select all foundational capabilities they think are pre-requisitesWhich of these foundational capabilities for adopting GenAI has your organization progressed with to date?GOVERNANCE The lack of focus on governance is bo

73、th alarming and consistent with our experience of GenAI engagements over the past twelve months.While GenAI can create significant business value,it comes with a whole new set of risks and significant HR and regulatory implications.For example,if you ask a GenAI tool for assistance on the design of

74、a toothpaste tube,its recommendations will draw on similar designs to those of your competitors:therefore,the scope for unconscious plagiarism of intellectual property and consequent reputational damage is huge.You may well find that the initial use-case are often innocuous,but you cannot unlock Gen

75、AIs potential without strong AI governance.(You can read more about this in the Take Back Control section on page 26).1 https:/ As might be expected,the focus for our respondents GenAI efforts is broadly aligned with their answers to the previous question:usable solutions and use cases are where ene

76、rgies are being concentrated.GenAI is already widely in use in only 29%of respondents organizations.Its noticeable that only 24%of respondents have addressed governance issues with the same number making progress on board funding of pilots.IntroductionKey TakeawaysStrategy and LeadershipAnticipated

77、BenefitsRisks&BarriersEmployee Experience&Change ManagementAboutConclusionWavestone Global Technology&Data Leaders Survey 2024|11Foundational CapabilitiesEU AI ACT The AI Act was finally approved in early 2024,after a long and intense debate among EU members.The regulation outlines a number of requi

78、rements that will apply to companies building or selling AI systems in the European Union.The objectives are to ensure these systems not only adhere to EU values and respect human rights,but also promote innovation within the single market.The Act categorizes AI systems by their level of risk,which

79、is assessed against various criteria such as the industry sector and the intended purpose of the application.The AI Act covers not only existing AI systems but also those that will be developed in the future and may apply to some of your current IT partners.Compliance deadlines range from 6 to 36 mo

80、nths,depending on the risk level and the type of AI system being used;and,while some specific details are still to be agreed,companies must start to prepare now,as significant volumes of work may be required.To learn more about the details of the Act,please refer to our whitepaper.0102Engage with bu

81、siness leaders to understand what business outcomes they want to achieve with GenAI and then focus on how best to operationalize the technology.Governance is one of a range of known unknowns identifiable problems for which no mature solution has yet been found the significance of which is being seve

82、rely underestimated,and which will shape how the GenAI market develops.TAKEAWAY:FOUNDATIONAL CAPABILITIESIntroductionKey TakeawaysStrategy and LeadershipAnticipated BenefitsRisks&BarriersEmployee Experience&Change ManagementAboutConclusionWavestone Global Technology&Data Leaders Survey 2024|12Founda

83、tional CapabilitiesGenAI is on the rise everywhere,but some industries are moving faster than others:it is the case of software engineering,which is relatively advanced.Generative AI is revolutionizing the world of coding at a rapid pace,by bringing a level of productivity that might change the game

84、.Of course,some key questions are still to be fully answered,such as the real value in the long term,the structural changes it will cause,and of course legal aspects(e.g.Intellectual Property,liability,etc.).Companies whose core business is software will have to ride the wave or take the risk of dis

85、appearing.IT services company will be impacted in terms of productivity,automation and cost optimization.As for others,it will at least augment them,from app development to UX/UI,DevOps and test automation.”Laurent CarriTech Factory Manager,LOral03.ANTICIPATED BENEFITSWavestone Global Technology&Dat

86、a Leaders Survey 2024|13IntroductionKey TakeawaysStrategy and LeadershipFoundational CapabilitiesRisks&BarriersEmployee Experience&Change ManagementAboutConclusionAnticipated BenefitsImprove employee satisfactionImprove product/offeringAchieve operational efficienciesEnhance cybersecurityGain compet

87、itive advantageIncrease revenueKeep up with the competition49%48%45%43%36%35%30%29%Improve customer satisfaction/service/experienceWhat benefits would,or is,your organization hoping to gain from adopting GenAI within the next 3 years?MIND THE GAP It is clear GenAI will have a huge impact on the expe

88、rience of both the customer and the employee,and business leaders want resources to be focused on these areas.By contrast,technology leaders are much more interested in what the technology can do for them:almost twice as many respondents listed IT operational performance and management as an example

89、 of an area where the technology would be applied than for any other type of initiative.The fact that IT and business leaders want different things from GenAI points to trouble ahead:this gap must be closed if future conflict is to be avoided.There is a clear disconnect between the opportunities com

90、panies seek to realize and those where IT leaders see advantages.The two groups were,however,broadly aligned on the need to use GenAI to address cybersecurity issues.Note:The data was collected from 595 respondents,who were asked to select all foundational capabilities progressed with to dateIntrodu

91、ctionKey TakeawaysStrategy and LeadershipFoundational CapabilitiesRisks&BarriersEmployee Experience&Change ManagementAboutConclusionWavestone Global Technology&Data Leaders Survey 2024|14Anticipated BenefitsNote:The data was collected from 595 respondents,who were asked to select up to five function

92、al areas where GenAI is expected to make the biggest impactCyber securityFinancial management/operationsMarketing/communications/client engagement engagementLegal advice/guidanceProduct design/management and pricing strategyHR/training/recruitmentCross-functional:Personal productivity(agenda plannin

93、g,personal assistant.)Logistics/supply chainEngineeringRisk/fraud/compliance/governanceBusiness direction and strategyPurchasing/procurement52%39%29%25%24%17%24%15%22%13%10%18%18%IT operations/performance/cost managementLooking at functional areas within your organization,where do you expect GenAI t

94、o make the biggest impact within the next 3 years?01While its undoubtedly true that GenAI can bring efficiency to IT operations,business leaders will be looking for a company-wide return on their investment.It is therefore important to ensure you understand your business leaders expectations and joi

95、ntly identify the use cases that will drive value across your organization.TAKEAWAY:ANTICIPATED BENEFITSIntroductionKey TakeawaysStrategy and LeadershipFoundational CapabilitiesRisks&BarriersEmployee Experience&Change ManagementAboutConclusionWavestone Global Technology&Data Leaders Survey 2024|15An

96、ticipated BenefitsNote:The data was collected from 595 respondents,who were asked to select up to three examples where theyre using or planning to use GenAIFinancial management/operationsCyber securityMarketing/communications/dient engagementBusiness direction and strategyProduct design/management a

97、nd pricing strategyRisk/fraud/compliance/governanceLegal advice&guidancePurchasing/procurementLogistics/supply chainOtherHR/training/recruitmentWere not currently using,or planning to use Gen Al in the next 6 monthDont know9%7%7%7%7%4%3%1%0%0%IT operations/performance/cost management22%12%12%10%With

98、in your organization,what are three examples where youre currently using/planning to use GenAI within the next 6 months?The GenAI hype is undeniable.Not only are we led to believe,theres clear leaders and laggards,there are wild claims suggesting it is the be-all,end-all solution to our problems.Sub

99、stantial wins and true advancements can be gained,but only if we break down the massive GenAI proverbial rock into smaller,manageable pebbles:starting with realistic problem identification,utilizing data as the foundation,and crafting use cases towards achieving larger organizational goals.Practical

100、ity is key,lest we risk GenAI becoming nothing more than corporate jargon.”Senthil JayaprakasamVice President of Technology,JC PenneyIntroductionKey TakeawaysStrategy and LeadershipFoundational CapabilitiesRisks&BarriersEmployee Experience&Change ManagementAboutConclusionWavestone Global Technology&

101、Data Leaders Survey 2024|16Anticipated BenefitsResource consumption is very hard to assess for two main reasons:it is difficult to get reliable information on the models consumption,and the same algorithm might have a different environmental impact depending on the energy mix of the country where th

102、e hosting datacenter is located!One thing is for sure:it is not sustainable to use billion-parameter LLMs to perform simple tasks that could be done with much more frugal models,or even with simpler AI tools(such as regressions or random forests).A general principle we apply is that there must be co

103、nsistency between the choice of using Generative AI and its resource consumption.At Crdit Agricole S.A.,we address this principle through our policies and guidelines:for a given use case and business result,the goal is to use the simplest(or most frugal)model.”Aldrick ZappelliniGroup Chief Data Offi

104、cer,Crdit Agricole S.A.04.RISK MITIGATION&BARRIERSWavestone Global Technology&Data Leaders Survey 2024|17IntroductionKey TakeawaysStrategy and LeadershipFoundational CapabilitiesAnticipated BenefitsEmployee Experience&Change ManagementAboutConclusionRisks&BarriersHR impact17%Sovereignty concerns18%B

105、ias concerns23%Hallucination concerns(affirming false information)26%Regulatory requirements26%Protecting intellectual property27%Impact of any problems upon employee/customer trust30%Data breaches30%Technical complexity(LLM skills,data pipelines.)31%Incorporating into governance framework31%Securit

106、y impact34%17%Ethics concernsData privacy43%What risks,if any,do you associate with adopting GenAI at your organization?ADDRESSING CYBERSECURITY CONCERNSWhile GenAI promises to revolutionize the world,it poses significant privacy and security concerns.Our experience over the past few years has demon

107、strated that AI systems are mainly targeted in three ways:Oracle Attacks:bad actors exploit a model by providing a series of inputs and observing the outputs.In this category we find all the prompt injection attacks that have been observed over the past few months.Poisoning Attacks:training data is

108、corrupted during the learning phase,leading to the AI system generating incorrect answers,as seen with the Microsoft Tay chatbot or more recently in attacks on platforms like HuggingFace.Evasion Attacks:algorithms are modified by small perturbations(e.g.,alterations to traffic signs that prevent Gen

109、AI systems from identifying them correctly)that can cause large and possibly dangerous modifications to the outputs.Based on Wavestones recent experience,and the recommendations of renowned institutions such as the ENISA and the NIST,we recommend:Upgrading your policies and risk analysis methodology

110、:Understand the AI risks,conduct pragmatic risk assessments and define the right framework for your AI projects.Adopting AI-specific security measures:Implement comprehensive security measures from input to output stages,including ethical guidelines during learning phases and advanced cyber-AI techn

111、iques.Implementing audit and evaluation:Utilize“AI Red Teaming”to assess security efficacy in real world.Staying informed:Remain up-to-date on industry trends and regulatory changes.SAFETY FIRST Its no surprise that data breaches and privacy issues feature so strongly as such attacks have occurred f

112、requently.As GenAI systems are non-deterministic and self-learning,they will naturally evolve over time:this adds complexity and makes it challenging to guarantee security.This uncertainty can lead to concerns about misinformation,cyberattacks,data leaks,privacy violations,and intellectual property

113、breaches.These risks can be addressed via both reactive and proactive strategies.While incidents are inevitable,proper preparation and swift response can mitigate their impacts.This involves continuous training in incident management and staying alert to new vulnerabilities.01.02.03.Note:The data wa

114、s collected from 595 respondents,who were asked to select any risks they associate with GenAI adoptionIntroductionKey TakeawaysStrategy and LeadershipFoundational CapabilitiesAnticipated BenefitsEmployee Experience&Change ManagementAboutConclusionWavestone Global Technology&Data Leaders Survey 2024|

115、18Risks&BarriersNote:The data was collected from 595 respondents,who were asked to select one response per row2%1%1%1%1%1%1%1%1%1%Completely confidentSomewhat confidentNot at all confidentDont knowDont see this as a risk35%34%28%41%40%34%39%40%35%36%32%33%48%44%5%48%12%6%43%19%41%21%44%13%46%12%43%2

116、0%44%12%43%13%41%13%5%13%47%13%8%47%13%HR impactSovereignty concernsHallucination concerns(affirming false information)Regulatory requirementsIncorporating into governance frameworkData breachesImpact of any problems upon employee/customer trustData privacyProtecting intellectual propertyBias concer

117、nsSecurity impactEthics concernsTechnical complexity (LLM skills,data pipelines.)1%1%2%3%3%3%2%2%3%2%How confident are you that you could mitigate these potential risks if they arose?ROSE TINTED SPECTACLES Given the importance of GenAI in both facilitating and mitigating cybercrime,it is perhaps no

118、surprise that technology leaders view the risks of GenAI through the lens of existing problems.The risks highlighted here privacy,incorporation into security and governance frameworks,date breaches are real,but mirror concerns IT leaders have about existing technologies.Our interpretation of these r

119、esults is that IT leaders are preparing for the risks that they already encounter today instead of preparing for the risks they dont yet understand.Issues specific to GenAI such as IP protection(27%),hallucinations(27%),and bias(23%)are assessed as less significant risks.Also,if customer and employe

120、e satisfaction are at the top of business leaders ambitions for GenAI,we would expect that HR impact and ethical concerns to feature prominently but they are at the bottom of the list.And at least 80%of all respondents are completely or somewhat confident they can mitigate all these risks.This over-

121、confidence might stem from the existence of well-defined policies and established measures within many companies regarding these concerns;or it may be simply that the risks are underappreciated or are perceived as being secondary by technology leaders.RISK MITIGATION Governance,client trust,and regu

122、latory aspects are all areas where proactive measures can be hugely effective.You should conduct risk planning,implement technical and legal countermeasures,and conduct crisis management exercises(such as simulating an AI model attack).Its also important to remember that these risks apply not only t

123、o the systems you develop in-house but also to those developed by your IT partners,so these third-party infrastructures and applications need to be integrated in your risk landscape.Its not just about preventing incidents,but also about being prepared to manage and respond effectively when they aris

124、e.The issue of AI hallucination is more complex.Responses vary depending on the use case.For instance,the likelihood of hallucination increases with generic queries on a large database.Conversely,this risk diminishes when the AI is directed to rely on specific,limited data sources.In summary,risk mi

125、tigation is a combination of proactive planning,continuous training,and adaptive strategies tailored to the unique challenges of GenAI.There is a high degree of confidence that all these risks could be mitigated.Only 12-14%of respondents were not at all confident about any of these risks with the ex

126、ception of protecting intellectual property(20%),data breaches(21%),and data privacy(19%).13%didnt see hallucination as a risk.1%46%13%3%38%IntroductionKey TakeawaysStrategy and LeadershipFoundational CapabilitiesAnticipated BenefitsEmployee Experience&Change ManagementAboutConclusionWavestone Globa

127、l Technology&Data Leaders Survey 2024|19Risks&BarriersNote:The data was collected from 595 respondents,who were asked to select all barriers,if any,to GenAI projectsLack of ability to provide effective oversightLack of clear business caseLack of understanding of use casesLack of support from employe

128、esRegulatory or compliance concerns regarding implementationLack of support from C-suite/boardLack of Board understanding of what GenAI isLack of resource/timeLack of ability to make the project secureLack of skillsBudget limitationsDifficult to measure successEthical concernsFear of unknownThere ar

129、ent any barriers to starting GenAI projects in my Organization31%26%25%24%24%24%23%22%22%22%21%19%18%17%16%5%Reliability or quality of dataWhat barriers,if any,exist to GenAI projects in your Organization?THE HOLY GRAIL:TRUE DATA-DRIVEN DECISION MAKINGAs AI veteran Andrew Ng says:“Data is food to AI

130、”.Without high-quality data,an issue as old as computer science itself,AI systems cannot learn effectively and produce reliable outputs.This is especially true for GenAI,which requires large amounts of data to generate comprehensive and coherent content:good quality data is the core of any large-sca

131、le,efficient GenAI solution.Unless you can be sure that a GenAI systems answers are accurate,you will just simply see it as a clever toy,but never a serious business tool.For many organizations,the introduction of GenAI may end their search for that most elusive of Holy Grails the transition to trul

132、y data-driven decision-making.This has remained tantalizingly out of reach for two main reasons:firstly,data quality has been too poor to be relied upon for the most strategic of decisions;and secondly,the lack of user-friendly tools and dashboards has made data analysis largely the preserve of data

133、 scientists rather than decision-makers.The critical need to have clean data on which to train language models creates the opportunity to solve the first problem;and GenAIs natural language or speech interfaces promise to solve the second.It may be that the potential of GenAI to enable this fundamen

134、tal transition has been overlooked in the rush to provide improved customer and employee experiences.A GOLDEN OPPORTUNITY FOR DATA QUALITY The base data used for training your model will be critical for the success of your GenAI project.It is also likely to be subject to considerable fine-tuning as

135、we cant yet know what the ultimate regulatory regime is going to look like(see,Right to be Forgotten).Selection of base data will also be critical for avoiding issues like bias as models(such as ChatGPT today)reflect the existing prejudices and assumptions on which they are trained.GIGO(Garbage In,G

136、arbage Out)has always been the golden rule for data and is especially true for GenAI.However,the demands for clean,reliable data are not unreasonable-leaders are not being asked to do the impossible.Data quality is the most critical issue.The data that the AI model is trained on will be the most sig

137、nificant determinant of the quality of the results it will produce.IntroductionKey TakeawaysStrategy and LeadershipFoundational CapabilitiesAnticipated BenefitsEmployee Experience&Change ManagementAboutConclusionWavestone Global Technology&Data Leaders Survey 2024|20Risks&BarriersNote:The data was c

138、ollected from 595 respondents,who were asked to select one optionNo-it is never taken into accountWe dont have a GenAl strategy/approach46%40%8%4%2%Yes-it is taken into account for all strategies and approachesYes-it is taken into account for some strategies and approachesIs the environmental impact

139、 of GenAI(carbon cost for data storage,training Large Models.)taken into account within your organizations strategies and approaches?SUSTAINABILITY Not all LLMs are created equally.They differ in their training datasets,architectures,and optimization methods;as a result,recent studies have shown tha

140、t their energy needs can vary by several orders of magnitude.In general,this topic is not yet fully understood as there is insufficient transparency around the energy consumption of LLMs:there is no standard way to measure and report the environmental impact of LLMs,and many developers and providers

141、 do not disclose this data.Research and industry communities are aware of the need to reduce the environmental impact of GenAI,and we can expect to see rapid improvements in the efficiency of both the models and the hardware they run on.However,the urgency of the climate crisis means we cannot affor

142、d to wait for these improvements to happen.We need more transparency from the major players in the field,but we also need to use GenAI in a reasonable and responsible manner:do we really need GenAI to monitor the content of our refrigerators,or to generate endless variations of images when the futur

143、e viability of the planet is at stake?THE SKELETON IN THE CLOSET?46%of respondents claim that the environmental impact of all strategies and approaches is properly accounted for.However,this is strikingly at odds with what Wavestone sees in the field.GenAI particularly those based on Large Language

144、Models(LLMs)is very computationally intensive and generates significant carbon emissions.Of course,the rise of GenAI takes place against a backdrop of concern about sustainability issues and the commitment of many organizations to Net Zero targets;these findings may indicate that technology leaders

145、feel pressured to understate the true environmental impact of these projects.While a clear majority of respondents believe these impacts are being managed,it is more likely that they have yet to acquire a more realistic understanding of the environmental impact of their GenAI initiatives.The challen

146、ge for corporates is the lack of transparency about the emissions associated with GenAI vendors such as OpenAI and others have proven to be reluctant to share statistics around their energy use because the statistics dont make for pleasant reading.The industry should be pushing for more transparency

147、 around the carbon footprint of GenAI and agree on frameworks.Its early days,but ethical AI researchers such as Dr.Sasha Luccioni are starting to make progress around such frameworks.The high proportion of technology leaders,46%,that believe carbon impacts are fully accounted for is at odds with our

148、 field experiences.Dont knowIntroductionKey TakeawaysStrategy and LeadershipFoundational CapabilitiesAnticipated BenefitsEmployee Experience&Change ManagementAboutConclusionWavestone Global Technology&Data Leaders Survey 2024|21Risks&BarriersTAKEAWAY:RISKS&BARRIERS0102Fight the temptation merely to

149、tactically patch data quality issues.Instead seize this opportunity to address ongoing and long-standing problems.Leverage the momentum around GenAI to progress an in-depth data quality initiative that not only fixes the immediate problems but addresses what has been an Achilles heel for IT projects

150、 on a global and industry-wide basis.Prepare for the known unknowns,the risks you can foresee environmental impact,hallucinations,bias,HR impact but for which mature solutions are not yet available.Stay abreast of developments that address these risks and implement mitigation methods if no clear sol

151、ution is yet available.The critical steps are to assess your organizations risk appetite and ensure business leaders are clear about and comfortable with the risks you may encounter.THE RIGHT TO BE FORGOTTENTraining a LLM costs tens of millions of dollars.The question you need to ask yourself is:wha

152、t happens if a customer objects to the use of their Intellectual Property in your model?Adding data to an existing model is straightforward but,as Microsoft points out2,“unlearning isnt as straightforward as learning.To analogize,imagine trying to remove specific ingredients from a baked cake it see

153、ms nearly impossible”.For the time being,retraining a model to forget some of the data on which it was trained is very expensive.These challenges didnt stop a team from Microsoft training a model to forget the magical realm of Harry Potter.They claimed some success but noted that,“in the absence of

154、knowledge about the books,the model resorts to hallucination rather than admitting unfamiliarity”.If you can imagine extending the right to be forgotten to every content author on the planet,you can see we still have some way to go before we can apply this privilege in a pragmatic and realistic mann

155、er.2 https:/ Global Technology&Data Leaders Survey 2024|22IntroductionKey TakeawaysStrategy and LeadershipFoundational CapabilitiesAnticipated BenefitsEmployee Experience&Change ManagementAboutConclusionRisks&BarriersAI in our industry has a huge potential to transform how we create and drive value

156、across the organization,the key is to identify the right use cases,data sets and foundational models to drive real results.One of the top things we think of is empowering employees to engage in a secure,safe environment by providing a controlled space to not only preserve and retain hard-earned inte

157、llectual property but also provide the freedom for creativity and innovation.”Satabhish AekaHead of Digital Transformation,Lam Research05.EMPLOYEE EXPERIENCE&CHANGE MANAGEMENTWavestone Global Technology&Data Leaders Survey 2024|23IntroductionKey TakeawaysStrategy and LeadershipFoundational Capabilit

158、iesAnticipated BenefitsRisks&BarriersAboutConclusionEmployee Experience&Change ManagementNote:Respondents asked to select one optionGenAI is forbidden without clear authorizationThere is no formal policy,but employees are encouraged to use,and learn how to use,GenAI solutions while being attentive t

159、o riskWe have a formal GenAI policy in placeWe do not have a particular policy/we leave it to employees and managers to decideDont know1%28%31%36%4%Regarding the use of available GenAI by employees,which of the below statements most closely summarizes your organizations company policy?TO GENAI OR NO

160、T TO GENAI The use of email on smartphones was initially banned by many companies but employees found a way to circumvent the rules using methods that were inherently more insecure than any corporate-driven solution.Eventually,employees were either given work phones or allowed to access work email v

161、ia personal phones but not before the emergence of a shadow IT estate.The same could easily happen with GenAI.With every survey of business leaders suggesting GenAI is going to transform value creation,the 28%of businesses that forbid use of the technology within their organizations will probably ch

162、ange their minds hopefully before unwittingly creating shadow GenAI with no control over how it is being introduced.Put simply,the GenAI genie is not going back into the bottle.ALL CHANGE Disruption is an overused word in our industry,but GenAI will be disruptive at both an operational and a structu

163、ral level.Technology leaders should be prepared to address both challenges.The fact that regular communication tops the list of tactics to support the introduction of GenAI ahead of investment in solutions or specifying expertise in job titles suggests that most companies are still focused on the op

164、erational aspects of the technology;however,it is the structural changes that will have the greatest impact.OPERATIONAL CHANGEThe old axiom if you give someone a fish,they eat for a day;if you teach them to fish,they eat for a lifetime applies firmly to GenAI training.We recommend mandatory Passport

165、 MOOC(Massive Open Online Course)training to ensure that essential AI knowledge and literacy is uniformly distributed across the organization,and Prompting Academy sessions to help employees master the art of using GenAI effectively.36%have developed a specific policy.31%dont have a policy but encou

166、rage usage.28%prevent the use of GenAI without specific authorization.IntroductionKey TakeawaysStrategy and LeadershipFoundational CapabilitiesAnticipated BenefitsRisks&BarriersAboutConclusionWavestone Global Technology&Data Leaders Survey 2024|24Employee Experience&Change ManagementNote:The data wa

167、s collected from 595 respondents,who were asked to select all activities their organization is doingInvesting in the best GenAl solutions availableIncluding Al/GenAl in senior management job description and objectivesOrganizing company-wide challenges to identify and test use casesArranging training

168、 for employeesReinforcing partnerships with editors/integrators/consultantsNot applicable/my Organization isnt encouraging employees to make better use of GenAI48%46%45%42%34%34%2%Regular communications/meetings outlining the possible benefits of GenAIWhat,if anything,is your organization doing to e

169、ncourage employees to make better use of GenAI?It is also vital to dedicate the time to hosting meetings and highlighting specific use cases that illustrate the potential benefits of GenAI within the organization,thus bolstering employees confidence in using it.This means demystifying AI and ensurin

170、g that employees understand that its implementation does not imply any inadequacy on their part;instead,it enhances their capabilities.Employees should be reassured that using AI is a skill that contributes positively to their role and offered specialized training to equip them with the skills they

171、need to maximize the benefits of GenAI such as enhanced decision-making,increased productivity,and improved efficiency,to name but a few.STRUCTURAL CHANGENone of the training described above will support the degree of cultural change GenAI entails.By way of a metaphor,web browsing and digital transf

172、ormation rely on the same underlying technologies,but the two are hardly equivalent the same is true for GenAI.For example,giving your communications teams the operational skills to use GenAI to create content is one thing,but understanding the impact of GenAI on the way the team functions is quite

173、another.In this context,you may want to ask yourself if you need external copywriters and designers any longer and,if not,how you should reengineer your marketing function accordingly.And,in fact,you should be asking similar questions about every function in your business.Wavestone is supporting sev

174、eral customers in rolling out AI tools and change management is by far the most significant part of the project.A well-crafted change process will be critical to the successful adoption of GenAI,and HRs involvement will be crucial especially when addressing questions related to employee evaluation a

175、nd performance assessment.HR can also provide valuable insights into how AI impacts talent management and development.It is impossible to underestimate the effort involved in implementing GenAI:as with email and smartphones,GenAI is more than just a tool and the cultural impact of its company-wide d

176、eployment will be far greater than its impact on your IT organization or technology stack.Most companies are still at the stage of investing in solutions and factoring GenAI capabilities into new appointments,less so in training.IntroductionKey TakeawaysStrategy and LeadershipFoundational Capabiliti

177、esAnticipated BenefitsRisks&BarriersAboutConclusionWavestone Global Technology&Data Leaders Survey 2024|25Employee Experience&Change ManagementRAMPING UP,ROLLING OUT IT leaders should emphasize the importance of investing in top-tier GenAI solutions and share success stories and examples that showca

178、se the positive outcomes of AI experiments.Additionally,you should maintain an open attitude toward Proof of Concept(POC)proposals from employees,encouraging them to bring forward their AI ideas for testing.You should also sponsor company-wide challenges designed to identify and test AI use cases:th

179、ese should help to foster a culture of innovation and collaboration by encouraging employees from various departments to come together and brainstorm innovative ways to leverage AI.TAKE BACK CONTROL Were witnessing a significant increase in the adoption of AI within organizations;and while GenAI is

180、now being hailed as a breakthrough application,it wont be long before it is regarded as no more exotic than a spreadsheet.However,given the unique nature of both GenAI and the use cases it will usher in,the business will have to decide what use it wishes to make of these.Technology leaders therefore

181、 have a critical role to play in ensuring that governance is implemented at the right levels.CTOs,CISOs and CDOs must work collaboratively with each other and with the HR and legal departments to formulate and enforce the right AI policies and guidelines.Many companies are torn between centralizing

182、AI through the creation of a dedicated hub on the one hand,and a decentralized approach that relies on a firmly established framework for uses and operation across various entities on the other.Wavestone recommends a parallel approach depending on how GenAI is being used:For foundational capabilitie

183、s and cross-functional AI applications,implement a centralized,controlled approach involving strict controls and guidelines to ensure the secure and responsible use of AI.This should address how employees should position themselves in relation to the insights generated by AI for analytical purposes.

184、For business-centric usage,it is important to recognize that AI applications can vary widely based on the nature of different business activities.Therefore,its essential to complement the centralized approach with guidelines tailored to specific business units or functions that offer more specific r

185、ules and recommendations for AI usage.CHANGE MANAGEMENT Today,GenAIs stage of development is similar to that of the Internet in 1997:we can glimpse its possibilities but are still far from understanding its full impact or the implications of its widespread use.The technical challenges of developing

186、and deploying GenAI systems will be solved in a matter of years,but the real challenge will be ensuring people can use them effectively and responsibly.As with any disruptive technology,society will only realize the full benefits of GenAI if it is widely adopted and integrated into various domains a

187、nd contexts.To achieve this,we need to educate and support GenAI users whether they are employees or members of the general public in prompting GenAI systems and choosing the right tools for their needs.They must also learn how to manage the risks and ethical issues-such as detecting and preventing

188、fake content-that they may encounter.This will be a long-term endeavor,one that will require innovative and adaptive educational methods and considerable time investments.Wavestone Global Technology&Data Leaders Survey 2024|26IntroductionKey TakeawaysStrategy and LeadershipFoundational CapabilitiesA

189、nticipated BenefitsRisks&BarriersAboutConclusionEmployee Experience&Change Management0102Prohibition is not the answer.Use of GenAI will become widespread over the next few years.Allow your employees to explore the value it can deliver to your organization but in the context of a well-considered gov

190、ernance framework.Like email several decades ago,GenAI is a tool that everyone will have to learn how to use.Understanding and supporting cultural change will therefore be one of the long-term requirements of GenAI adoption if you dont want to leave people behind.Look at your value chain,identify wh

191、at activities are likely to become commoditized by GenAI and thereby decide where the value added by your people will reside.Based on this analysis,put in place a solid training and change management strategy.To complement these activities,establish communities focused on specific AI usage areas tha

192、t are driven by practical applications of GenAI and aim to explore the full range of possibilities.Wavestone recommends a parallel approach to GenAI governance:implement a centralized,controlled approach for company-wide applications and complement this with business-specific guidelines for use in l

193、ine-of-business function.TAKEAWAY:EMPLOYEE EXPERIENCE&CHANGE MANAGEMENTCASE STUDY:MICROSOFT COPILOT Wavestone is currently helping more than 20 organizations trial Microsoft for M365,with the first scale-ups involving several tens of thousands of licenses.As a reminder,Copilot for Microsoft 365 is a

194、 GenAI-powered tool designed to assist employees in making the most from their M365 apps(Teams,Outlook,PowerPoint)in a more efficient and intuitive way of working.Our approach centers on cross-functional and business use cases across representative populations,and helps employees get to grips with t

195、he tool and develop new skills around the new art of prompting.The trials have shown time savings ranging from 15 minutes to 2 hours per day.The next crucial task is to identify how best to reallocate this time:whether to carry out other tasks(productivity),improve work already done(quality),train o

196、n new subjects(competence),help colleagues or participate in corporate philanthropy(mutual aid)or take time out for oneself(well-being).We are currently in the final stages of several trials and are focused on selecting the populations that can best leverage the value provided by Microsoft for M365

197、for more extensive roll-outs.Wavestone Global Technology&Data Leaders Survey 2024|27IntroductionKey TakeawaysStrategy and LeadershipFoundational CapabilitiesAnticipated BenefitsRisks&BarriersAboutConclusionEmployee Experience&Change Managementsay GenAI is a real game-changer that will deeply disrupt

198、 the way we work and do business77%The UK had an AI summit last year hosted by the UK Prime Minister and attended by(among many others)US Vice President,Kamala Harris,and the European Commission president,Ursula von der Leyen and France will soon host the follow-up event.There were no equivalent sum

199、mits for the metaverse,Augmented Reality,blockchain or any of the other technologies whose advocates claimed it would change our world.The fact is that viable use cases are still being sought for these much-hyped technologies several years after they hit the mainstream;whereas breakthrough commercia

200、l applications for GenAI have already been established,even though the technology is still in its infancy.In the long run,GenAI undoubtedly has the potential to create winners and losers.As with the introduction of Internet and mobile communications in the past,those that are quickest to make the tr

201、ansformations necessary to fully exploit the power of GenAI will realize significant commercial advantage;while those that are slower to do so will be consigned to irrelevance.This survey makes abundantly clear that most organizations have started their GenAI journey but almost none have identified

202、their ultimate destination and very few have even a clear short-term development roadmap.The majority are at the early stage of identifying the right solutions and getting the right people to work on the right topics as opposed to having a fully developed plan that simply needs to be executed.A VIRT

203、UOUS CIRCLEOur experience of the first wave of AI was that IT departments were too slow to apply AI on their own perimeter,earning the distrust of business leaders who opted to buy external AI solutions rather than back internal expertise and technology stacks.This survey suggests that technology le

204、aders may have overreacted to this by downplaying the value of GenAI or by focusing resources on their own internal challenges IT management and cybersecurity.Conversely,their executives see GenAI as reinventing customer or employee processes,but business leaders are often somewhat optimistic about

205、the magical capabilities of the technology and tend to underplay the need for strong engagement with their employees to create the value they seek.However,it is perfectly possible to bridge this gap.Technology leaders should build deep internal GenAI capabilities within their teams to work on their

206、own use cases but this should not come at the expense of developing strong partnerships with business leaders to deliver on their needs.This can create a virtuous circle in which the more success technology leaders can demonstrate on their own use cases,the more they will be trusted to deliver on th

207、e GenAI priorities of their peers around the organization.A CALL TO ACTIONIn that context,the lack of consensus between technology and business leaders about the true value of their GenAI initiatives identified in this survey is alarming.It is likely to result in conflict and a waste of time,budgets

208、,and opportunities.Addressing this disconnect is the surest way to end up as one of the winners in the competition for GenAI supremacy.If you have yet to create a fully formed GenAI strategy,then dont panic the GenAI revolution has only just begun,and you are in the same boat as everyone else.But,th

209、ere is no time to waste.ACCELERATING YOUR TRANSITION TO GenAI IMPLEMENTATIONWavestone Global Technology&Data Leaders Survey 2024|28IntroductionKey TakeawaysStrategy and LeadershipFoundational CapabilitiesAnticipated BenefitsRisks&BarriersEmployee Experience&Change ManagementAboutConclusionABOUT THE

210、SURVEY FranceManufacturingHong KongLife SciencesUSFinancial ServicesSingaporeGovernment&international institutionUKConsumer goods,retail&luxurySwitzerlandTechnology,media&communicationsGermanyEnergy,utilities&renewablesTransport&distribution servicesOther countries*Other commercial sector*Luxembourg

211、,Belgium,Tunisia,Spain,Ireland,Canada Morocco&UAENote:Total less than 100 due to rounding22%22%22%19%17%9%8%1%2%18%17%16%16%11%9%6%4%1%RESPONDENT COUNTRIESRESPONDENT SECTORSWavestone surveyed 600 mainly technology(but also cyber,data&AI)leaders based predominantly in the US,the UK,France,Germany,Sin

212、gapore,and Hong Kong in late 2023.Respondent organizations global annual revenues were:53%in the 1.1 billion-5 billion USD category;23%in the 5.1-10 billion USD category,6%in the 500.1 million-1 billion USD category and the remaining respondents were spread between 50 million and more than 50 billio

213、n USD revenues.39%of respondents were Board/CXO level positions and 60%were Senior Management positions.1%were in the Other category.IntroductionKey TakeawaysStrategy and LeadershipFoundational CapabilitiesAnticipated BenefitsRisks&BarriersEmployee Experience&Change ManagementAboutConclusionWaveston

214、e Global Technology&Data Leaders Survey 2024|29AboutAUTHORS/GET IN TOUCHChadi HantouchePartnerReport AuthorChadi would like to thank the following for their contributions:Key AI Contacts:Grme BilloisPartnerGhislain de PierrefeuPartnerJulien FlochSenior ManagerEurope:Chadi HantouchePartnerUS:Cecilia

215、EdwardsPartnerUK:Shakti MohapatraAssociate PartnerAsia:Axel ChagnoleauSenior ManagerIntroductionKey TakeawaysStrategy and LeadershipFoundational CapabilitiesAnticipated BenefitsRisks&BarriersEmployee Experience&Change ManagementConclusionWavestone Global Technology&Data Leaders Survey 2024|30AboutAB

216、OUT WAVESTONEHOW CAN WAVESTONE HELP?Wavestone,a leading independent consultancy headquartered in France,and Q_PERIOR,a consulting leader in the Germany-Switzerland-Austria region,joined forces in 2023 to become the most trusted partner for critical transformations.Drawing on more than 5,500 employee

217、s across Europe,North America and Asia,the firm combines seamlessly first-class sector expertise with a 360 transformation portfolio of high-value consulting services.Wavestone is listed on Euronext Paris and recognized as a Great Place to WIn a world where Generative AI is truly becoming a disrupti

218、ve technology,Wavestone empowers organizations to unlock their full potential.With more than a decade of experience in Artificial Intelligence,we have the skills and track record to lead your AI projects toward success:identifying and validating use cases,design,deploying complex algorithms,and mana

219、ging change.We also stay on top of the latest AI trends and best practices,thanks to our strong partnerships and investments in the Data&AI ecosystem.Wavestone firmly believes that the value brought by this technology goes through broad adoption:our multidisciplinary teams combine business,human,and

220、 technological expertise to tailor solutions that fit your specific challenges and goals.Get in touch:VIEW MORE OF OUR GenAI INSIGHTS:AI Act:Keys to Understanding and Implementing the European Law on Artificial Intelligence Generative Artificial Intelligence:2023 Radar of French“GenAI”Startups Artif

221、icial Intelligence and Cybersecurity:Kick-starting key initiatives Data&AI Executive Leadership Survey 2024(Wavestone)Wavestone Global Technology&Data Leaders Survey 2024|31IntroductionKey TakeawaysStrategy and LeadershipFoundational CapabilitiesAnticipated BenefitsRisks&BarriersEmployee Experience&Change ManagementConclusionAbout