为您的企业制定价值驱动的人工智能战略（英）

GenAIPlanningWor

kbook4stepsto

implementinggenerative

AIinyourenterprise©2023Gartner,

Inc.and/oritsaffiliates.

Allrightsreserved.

Gartner

isaregisteredtrademark

ofGartner,

Inc.oritsaffiliates.Thispresentation,includingallsupportingmaterials,isproprietarytoGartner,

Inc.and/oritsaffiliates

andisforthesole

internaluseoftheintended

recipients.Because

thispresentationmaycontain

informationthatisconfidential,proprietaryorotherwiselegallyprotected,itmaynotbefurthercopied,

distributed

orpubliclydisplayed

withouttheexpresswrittenpermission

ofGartner,

Inc.oritsaffiliates.Focus

GenAIconversationsonreal

businessproblemsandachievable

use

casesGenerative

AI

(GenAI)

issuddenlyoneveryone’sradar,

but

someorganizationsalreadyhaveextensiveexperienceandsuccessindeployingAItechniquesacrossmultiplebusinessunitsandprocesses.Gartner

researchshowsthesemature

AIorganizationsrepresent

just10%of

thosecurrentlyexperimentingwith

AI,

but

would-beGenAIadopters

canlearnalotfrom

them.Use

thisplanningworkbooktofocusconversationsamongbusinessandIT

leadersaroundbestpracticesthat

helpyoufocusonGenAIinitiativesthat

areboth

valuableandfeasible.

To

get

there,

takeastrategicapproach.RESTRICTEDDISTRIBUTION2©2023Gartner,

Inc.and/oritsaffiliates.

Allrightsreserved.Actionsrelatedtothe4pillars

of

GenAI

strategyEstablish

your

vision

for

GenAIRemove

barriers

tocapturing

valueHowGenAIwilldrive

yourenterprise

goals,

whatbenefitsyou

expect

and

how

you

willmeasure

success.What

organizational

barrierscould

hinder

your

success

andwhat

actions

are

needed

toremove

those

hurdles.Prioritize

adoptionIdentify

the

risksWhichare

the

best

GenAIinitiatives

to

pursue,

based

ontheir

value

and

their

feasibility

—as

agreed

to

byboth

IT

andbusiness

leaders.Whatregulatory,reputational,competency,technology

andother

risks

you

may

need

toassess

and

mitigate.RESTRICTEDDISTRIBUTION3©2023Gartner,

Inc.and/oritsaffiliates.

Allrightsreserved.Key

componentsof

your

AIstrategy

frameworkVisionValueRisksAdoption•

Goals•

Businessimpact•

Regulatory•

Usecasesandvaluemaps•

Benefits•

Change•

Reputational•

Competencymanagement•

AIdecisionframework•

Successmetrics•

Peopleandskills•

DecisiongovernanceRESTRICTEDDISTRIBUTION4©2023Gartner,

Inc.and/oritsaffiliates.

Allrightsreserved.AI

VISIONFirst,

state

clear

ly

how

GenAIobjectiveslinktoenterprise

goalsDon’t

underestimatetheneedtolevel-setwithstakeholders

fromtheoutset:StatingAI

goals

clearly

is

keyto

encouraging

and

enablingorganizationwide

fluency

andadoption

ofAI.

It

will

also

help1.

Restatethecorporatevisionofyourenterprise:“……………”2.

Statehow

AIwillsupport

thatvision:you

to

fund

the

right

use

cases

—ones

that

will

deliver

clear

returnon

investment

and

lead

to

furtherinnovation.–

e.g.,

AIwillenable

betterbusinessvalueintheseareasintheseways–

e.g.,We

willuse

AItoachieve

faireroutcomesRESTRICTEDDISTRIBUTION5©2023Gartner,

Inc.and/oritsaffiliates.

Allrightsreserved.AI

VISIONThen,

specifyhow

GenAIwilldrive

business

goalsAskwhyyouarepursuingGenAIandwhatvalueyouexpectittobringbasedonyourmajor

businessgoals,howyouwillmeasuresuccessandwhatusecasescouldmaximizethat

value(youwillverifythe

value/feasibilityof

thoseusecasesinthe“adoption”

phase).IllustrativeUse

Cases

to

Pursue(Illustrative

Examples)GoalHowAI/GenAI

Enables

That

GoalTopline

revenue

growthBusinessmodel

changeinspiredorsupportedby

AIcreatesnet-newbusiness

initiatives.Behavioral

analytics,

contractlifecyclemanagementImproved

customersatisfactionGreaterabilitytoconduct

customerbehavioranalyticsincreasesproximitytothecustomer.VirtualcustomerassistantsReduced

costsTask

andprocessautomationreduceoperationalcosts.Risk/fraudmitigation,asset

performancemanagementStaff

augmentation

andincreased

productivityAugmented

AIandautomationincreaseproductivitybyshiftingpeopleaway

from

managingmundanetasks.Knowledge

managementandtraining,contentgeneration,codegenerationImproved

serviceavailabilityData-drivenpredictiveanalytics

toolsadvance

digitalservices.Predictivemaintenance,

proactivethreatmanagementRESTRICTEDDISTRIBUTION6©2023Gartner,

Inc.and/oritsaffiliates.

Allrightsreserved.AI

VISIONAlso,setAIsuccess

metricsTo

measurethe

valueof

individual

usecases,you’ll

needsuccessmetricsthat

tieintoyouroverarchingbusinessgoal.Selectmetricslikethoselistedherethat

relatetospecifickeysuccessfactorsandprovideatimeframe

inwhich

youexpecttodemonstrate

value.Business

GoalAppropriate

Success

MetricCompletionImproved

customer

satisfactionTopline

revenue

growthNew

business

initiativesTask

or

process

automationReduce

costsCustomersatisfactionindex/Net

PromoterScoreRevenue

growthforproductlinesDateDateDateDateDateDateNumberofnewbusiness

initiativesReductioninprocessing

timeReductioninCapEx

andOpExStaff

augmentation

and

increasedproductivityWorkforceproductivitymetrics,suchastimespentonvalue-addedtasksImproved

service

availability%ofannual

availabilityDateRESTRICTEDDISTRIBUTION7©2023Gartner,

Inc.and/oritsaffiliates.

Allrightsreserved.AI

VALUERemove

organizational

barriers

tocapturingvalueHaving

identifiedpotentialbenefits

tothe

business(inthe

vision

stage),

surfaceanystrategicconcernsthat

couldhinder

yourabilitytocapturevalueinthe

wayyouhaveidentifiedit.

Also,identifysolutions,responsibilitiesandactionsasillustratedhere.Executive(s)ResponsibleWhat

the

OrganizationWill

DoStrategic

ConcernSolutionProjectsalignedtocorporategoalsaremorelikelytosucceedandmature.Document

goalsandrequire

aportfolioapproachto

AI

opportunity.CIO•

Indicatewhich

corporate

goalsshouldbeaddressed.•

Size

portfolio

(fiveorfewerpilotsandminimumviableproducts).Metricsdelivercredibilityforprojectmaturity.Select

metricsasproxiesforfinancialandriskresultsordirectsuchmeasurements.CFO•

Collaboratewithyourchiefdataandanalyticsofficertodiscuss

whatwillbemostmeasurableandeducational

forfutureprojects.Formalstructuresofaccountabilitybolster

AI

results.HelpcompleteaRACI

(responsible,accountable,

consulted

andinformed)matrixfor

AIstrategydevelopment

andexecution.Chiefdata(andanalytics)

officers,CIO•

DraftaRACI

matrixforallaspectsof

AIprojectandproductdevelopment.RESTRICTEDDISTRIBUTION8©2023Gartner,

Inc.and/oritsaffiliates.

Allrightsreserved.AI

RISKSAssess

andmitigate

risksAnytypeof

AIcomeswitharangeof

risks,including

thoseillustratedhere.

GenAIcarriesspecificnewtypesof

risks,suchashallucinationsandbiasedandinaccurateresults.Logallsuchmajor

riskssoyoucanproperlyassess

andmitigate

each.Key

Typesof

RisksRiskCategoryExecutive(s)ResponsibleAction

PlanRegulatoryAdhere

toregulationsCIO/CTOandCROUnderstandthe

continuouslyevolving

regulatorylandscape.EnablecollaborationbetweenAIpractitioners

andlegal,riskandsecurity

memberstoevaluateusecase

feasibilityandacceptablerisks.CreateanAIgovernanceoffice,

whichservesanindependentauditcommitteeto

reviewresults.ReputationalSecure

andsafeCIO/CTOCIO/CTOAcknowledge

the

threatsagainstAIposedbybothmaliciousandbenignactorsinyourorganization.Bolstersecurity

acrossenterprise

security

controls,data

integrity

andAImodelmonitoring.Leverageexternalresourcesto

helpsecure

yourAIsystems.CompetenciesTechnical

debtAlignAIstrategy

withcloudstrategy

andexplorecloudasfoundation

for

AI.Createatechnologyroadmapto

modernizedataandanalyticsinfrastructures

toalignwithAIgoalsandtimeline.Createastartup

acceleratorprogram

to

reducetechnicaldebt

andinnovateincrementally.RESTRICTEDDISTRIBUTION9©2023Gartner,

Inc.and/oritsaffiliates.

Allrightsreserved.AI

ADOPTIONPrioritizeprojectsthat

are

valuableandfeasibleRate

the

feasibility

and

value

of

each

project

using

simple

criteria

likethose

shown

here,

and

actually

score

each

so

you

can

rank

projectsagainst

one

another.

Typically,executives

are

keen

to

pursue

initiatives

where

value

ishigh

(and

risk

also

tends

to

be

high,

i.e.,

feasibility

islow)but

avoid

projects

where

feasibility

issolowthat

itmakes

the

project

impossible.

A

use

case

withaseemingly

outstanding

contributionto

business

value

and

strong

feasibility

iseither

abreakthrough,

or

the

market

ismissing

a

great

opportunity.TECHNICAL

FEASIBILITY

FACTORSBUSINESS

VALUE

FACTORSOverallBusinessValue(Scale

of

1to10;

10

BeingHigh)OverallTechnicalFeasibility(Scale

of

1to

10;10

Being

High)Architectureand

TechnologyFeasibilityHave

Skills/PeopletoExecuteAligns

WithOur

Missionand

ValuesAccesstoLabeledDataSponsorSupportKPIsMeasurableProjectRankingNameNameNameNameNameYes/Maybe/NoYes/Maybe/NoYes/Maybe/NoYes/Maybe/NoYes/Maybe/NoYes/Maybe/NoYes/Maybe/NoYes/Maybe/NoYes/Maybe/NoYes/Maybe/NoYes/Maybe/NoYes/Maybe/NoYes/Maybe/NoYes/Maybe/NoYes/Maybe/NoYes/Maybe/NoYes/Maybe/NoYes/Maybe/NoYes/Maybe/NoYes/Maybe/NoYes/Maybe/NoYes/Maybe/NoYes/Maybe/NoYes/Maybe/NoYes/Maybe/NoYes/Maybe/NoYes/Maybe/NoYes/Maybe/NoYes/Maybe/NoYes/Maybe/NoRESTRICTEDDISTRIBUTION10

©2023Gartner,

Inc.and/oritsaffiliates.

Allrightsreserved.Actionable,objective

insightPosition

yourIT

organizationforsuccess.

ExploretheseadditionalcomplimentaryresourcesandtoolsforIT

leaders:Resource

CenterWebinareBookeBookThe

Top

Generative

AIQuestions

Answeredby

Gartner

ExpertsBeyond

the

Hype:ThePractical

Applications&UseCases

ofAugment