生成式人工智能驱动重塑：亚太地区超越竞争对手的机会+Gen+AI-powered+Reinvention：APACs+Opportunity+to+Outpace+the+Competition

GenAI-powered

reinvention

APAC’sopportunitytooutpace

thecompetition

AsfirmsintheAsiaPacific(APAC)regionnavigatearapidlyevolvingtechnologicallandscape,

embracinggenerativeAIhasbecomeapivotaldeterminantofsuccess.Companiesinother

regionshaveadvancedquicklyonthisfront,butthoseinAPAClagintheirreinventionjourney1,

heldbackbyuniqueregionalchallengesinadoptingthisemergingtechnology.

YetgenerativeAIpresentsaonce-in-a-generationopportunityforAPACfirmstonotonlycatch

uptobutovertaketheircompetitors.Ourresearchhasidentifiedfivestrategicimperativesto

accelerategenerativeAI-drivenreinvention.

Transformingturbulenceintoradicalreinvention

Overthepastfouryears,theAPACregionhasexperiencedsignificantandincreasinglevelsof

businessdisruption.Amongthevariouschallenges,technologyhasbeenthebiggestdisruptor

byfar.TheimpactoftechnologywasevenmoreprofoundlyexperiencedinAPAC,whichsaw

a119%increaseindisruptioncomparedtotheglobalaverageof88%(Figure1).Alarmingly,

nearlyhalf(45%)ofbusinessleadersinAPACarenotfullypreparedfortheacceleratingrateof

technologicalchange.2

Figure1:DisruptioninAPACisontherise,withtechnology-relateddisruptionseeingadramatic

119%surgeoverthepastyear.2

2023vs.2022APACGlobal

AnalysisofbusinessdisruptionTechnologicaldisruptionrosethemostamong

2019-2023,APAC*sub-componentslastyear

+169pp

4-yrgrowthrate36%

(2019–2023)

#1Technology+119%+88%

30%

45%

#2Talent+35%+41%

#3

Climate

+33%

+34%

#4

Geopolitics

+23%

+17%

#5

Economic

+23%

+20%

5%

#6Consumer

andSocial

+18%+13%

2019-202020-212021-222022-23

Source:AccenturePulseofChangeIndex2024.Overallmeasureofdisruptionisbasedontheaverageofthesixsub-components,eachofwhicharebasedonasetof

indexedscoresacrossofasetofindicators.*APACherecomprisesAustralia,Japan,ChinaandIndia.

11%(+5pp)

10%(+2pp)

5%(-4pp)

Asleadingbusinessesacrosstheglobeembrace

reinvention

.inresponsetorisinglevelsofdisruption,APACbusinessesriskfallingbehind.

Thelargestcompanies—particularlythosewithrevenuesoverUS$50bn—havecommittedto

change,quadruplingtheirnumberofReinventorsinthepastyear.Theseorganizationsnotonlyleadinfinancialoutcomes,butalsoexcelinnon-financialmetrics.Onekeytotheirsuccess?

TheyembracegenerativeAI’suniqueabilitytodriveproductivityandfindnewpathsforgrowthacrosstheentirevaluechain.

WhilecompaniesintheWesthaveincreasedtheirpaceofreinvention,theoppositetrendisobservedinAPAC,wherethepercentageofReinventorsfellfrom9%to5%(Figure2).

Figure2:Thestateofreinventionin2024.1

ThepercentageofReinventorswithinAPAChasfallenfromlastyear,contrarytotheriseobservedintheWest.

Reinventors,%ofrespondents20242023Byregion%ofrespondentswihineachregion:

NorthAmerica

Europe

APAC

Source:Accenturereinventionsurveys

WhatmakesaReinventor?

Reinventorsareorganizationswhohavemetthehighbarofbuildingthe

capabilityforcontinuousreinvention.Whatsetsthemapart?TheyembracethesixcharacteristicsofTotalEntepriseReinvention:

•Reinventionisthestrategy.

•Thedigitalcorebecomesaprimarysourceofcompetitiveadvantage.

•Reinventiongoesbeyondbenchmarks,embracingtheartofthepossible.

•Talentstrategyandpeopleimpactarecentraltoreinvention.

•Reinventionisboundarylessandbreaksdownorganizationalsilos.

•Reinventioniscontinuous.

FurtheranalysisshowsthatAPACbusinesseslagingenerativeAIinvestmentsandadoption.APAChasthelowestgenerativeAIspendinggrowthcomparedtootherregions(Figure3).Moreover,

lessthanhalfofAPACexecutivesanticipateextensiveadoptionofgenerativeAIacrossbusinessunits.Fewerstillanticipateenterprise-wideadoption(Figure4).

Figure3:APACbusinesseslagingenerativeAIinvestments.3

Americas

66.2%

EMEA

75.3%

APAC

60.6%

CAGR(2023-2027)ofcoreITspendingforgenerativeAI

Source:IDC

Figure4:FewerAPACexecutivesanticipateextensivegenerativeAIadoption.4

“Whatisyourorganization’splantoimplementgenerativeAItoolsintoyouroperationsin2024?”%ofrespondents

10%

60%

26%

4%

NorthAmerica

10%

57%

28%

5%

Europe

10%

49%

34%

7%

APAC

Enterprise-wideextensionadoption

EnterpriseadoptioninselectBUs

LimitedadoptioninselectBUs

Planning/Pilot

Source:AccenturePulseofChangesurvey,Wave12(March2024),Globaln=2,700,APACn=600.APACcomprisesAustralia,China,IndiaandJapan.

GenerativeAIpresentsanopportunityforAPACcompanies

tocatchupandevenleapfrogtoday’sReinventors.

GenerativeAIcanenablebiggerandbolderreinvention.Ourglobalanalysisshowsthat

companiesusinggenerativeAIwith2Xtheexpectedintensityarepositionedtoaccelerate

theirreinventionandclosetherevenuegrowthgapwithtoday’sReinventors(Figure5).ThesefirmsplantousegenerativeAItoreinventmoreoftheirfunctionsandbusinessareasacrosstheenterprise,anticipatingthetechnologytonotonlyimpactrevenuegrowthbutalsoboostemployeeproductivity.

Figure5:GenerativeAIisacatalystforgrowth.1

FinancialvaluegapbetweenReinventorsandcompaniesthatapplyGenAIat2xtheintensity

Revenuegrowth,indexed(2019=100)

ReinventorsAcceleratedTransformers*

240

220

200

180

160

140

120

100

+18pp

Revenuegrowthgapby2022

Revenue

growthgap

+7pp

Revenuegrowthgapby2026

2019202020212022202320242025202620272028

Source:Accenturereinventionsurveys

Note:*”AcceleratedTransformers”arecompaniesthatareexpectingtoconsistentlyoutperformtheirindustrypeersonrevenuegrowthbetween2023and2026.TheyhavebeenproventoapplygenerativeAIwithtwicetheexpectedintensitytofundamentallyreinventhowtheyoperatecomparedtotoday’sReinventors.

APACfirmsareatacriticaljuncturewheretheymust

embracebold,transformativestepswithgenerativeAI

tosignificantlyenhancetheircompetitiveedge.

BarrierstogenerativeAIadoptioninAPAC

Absenceofstrategicvision,undermininggenerativeAI’spotential

IDC5reportsthatinAPAC,knowledgemanagementistheforemostusecasefor

generativeAI,enablingefficientaccessandsearchacrossdiverseinformationformats.Otherkeyusesincludemarketingautomationandcreatingsearchengine-optimized

content.Theseapplicationsaretypicallyfocusedonspecificbusinessfunctions,offeringimmediateproductivitygainsthrough“noregrets”investments.Forexample,IT(64%)

andmarketing(56%)arebyfarthetopbusinessfunctionsthatAPACfirmsplantouse

generativeAItoreinventoperationsinoverthenextthreeyears—comparedtoother

functionsthatreceivelessthanhalftheresponses.1However,theabsenceofastrategic,standardizedevaluationofbusinessvalueimpedestheadoptionofgenerativeAIacrosstheorganization,thuspreventingcompaniesfromfullyrealizingthebenefits.

Techdebtandoutdateddatainfrastructure

TechnicaldebtandoutdateddatainfrastructurearesignificantconcernsforAPAC

businesses,impactingtheirabilitytoadoptnewtechnologiesandstrategies.Nearly

halfofthesebusinesses(47%)anticipatethatexistingtechnicaldebtwillhindertheir

reinventionstrategies.1Enterpriseapplicationsarethebiggestculprits,accountingfor

49%ofthistechnicaldebtanddampeningenthusiasmfornewtechnologyinvestments.6Furthermore,two-thirdsofAPACcompaniesidentifiedoutdatedinfrastructureand

inadequatedatamanagementpracticesasmajorobstacles.7Theresultisthatonly15%ofAPACexecutivesfeelextremelyconfidentintheirfirms’datastrategiesanddigital

corecapabilities.4

ThesechallengesextendtotheadoptionofgenerativeAI,whereoverhalfofthe

executivesbelievesubstantialchangesareneededintheirITinfrastructure(64%)

anddatastrategies(56%)toeffectivelyutilizethistechnology.1Toeffectivelyharnessadvancedtechnologies,APACbusinessesurgentlyneedtotacklefoundationalissuesandestablishareinvention-readydigitalcore.6

Lackoftalentandleadershipreadinessforjobandorganizationalchange

ManyAPACemployeessharethesameconcernsastheirglobalcounterpartsaboutthe

potentialeffectsofgenerativeAIontheirjobs.Overhalf(58%)1ofthemworrythatAI

adoptioncouldleadtojoblosses,increasedstressandburnout8ratherthananimprovedworkexperience.ButAPACleadershavenotcomprehensivelyexploredhowtoreinventrolesormanagethechangesAIbrings.9APACleadersalsofeellessequippedtoaddressthesechallenges,withnearlyhalfadmittingthattheyarenotfullypreparedforthe

acceleratingrateoftechnologicalchange.Moreover,only31%ofAPACleadershavetheskillsandcapabilitiesnecessarytoleadreinvention.1

Riskandreputationalconcerns

ConcernsaroundtherisksofgenerativeAIaresignificantlyslowingwidespreadadoptionintheAPACregion.APACexecutivesaremoreconcernedaboutadaptingtotechnologicaladvancements(61%)thantheirglobalcounterparts(54%),especiallywhendealingwith

risksassociatedwithgenerativeAI.4Specifically,thereareconcernsaroundethicalissues(54%),legalchallenges(59%)andcybersecuritythreats(65%).4

FivecriticalimperativesforgenerativeAI-poweredreinvention

Toovercomethesebarriersandacceleratetheirpathtoreinvention,leadersofAPACfirmsmustconsiderthefollowingstrategicactions:

01Leadwithvalue

Reinventionrequiresmakingbold,strategicbetsbasedonacomprehensiveassessmentofpotentialbusinessvalue.It’sessentialtofocusonAIinitiativesthatalignwithcorebusiness

objectives.What’sneededisacomprehensivereinventionprogram,withgenerativeAIintegratedintomultiplevaluelevers.

IntheAPACregion,companiesplaceagreateremphasisonleverssuchasresourceoptimization,automationandrobotsthantheirglobalpeers.Moreimportantly,theyunderstandthatthereis

outsizedvalueinintegration—71%plantocombinetheseleversinanintegratedandoutcome-focusedmannercomparedto58%globally(Figure6).

Figure6:APACexecutivesarekeentocombinemultipleleversthroughanintegratedandoutcomes-basedapproachthatcutsacrossfunctionalanddepartmentalsiloes.1

“Howimportantarethefollowingleversto

yourproductivityimprovementgoalsinthe

nextthreeyears?”,%ofrespondentsselecting“significantlyimportant”

AIandgenAI

Automationandrobotics

Resourceoptimization

Newwaysofworking

Newworkforcemodels

Sharedservices

InternalCOEs

39%44%

38%41%

36%40%

37%38%

35%37%

35%33%

33%31%

GlobalAPAC

Source:Accenturereinventionsurvey,Wave1(Oct-Nov2023),n=1,500.

“Howdoyouplantoutilizethoselevers?”,%ofrespondents

71%

42%

29%

58%

Combiningthem

inanintegrated

program

Separately,

applyingthemon

individualpartsof

thebusiness

GlobalAPAC

OrganizationslikeNationalAustraliaBank(NAB)exemplifyalong-term,strategicapproachtoimplementinggenerativeAI.UndertheleadershipoftheCEOandexecutiveteam,NAB’s

generativeAIinitiativesprioritizedata,riskandethics.NABhastakenabusiness-ledapproach,

allowingindividualbusinessunitstocreateusecasesinformedbydeepcustomerinsights,with

supportfromacentralteamoftechnicalexperts.NABiscurrentlytestingmorethan20usecasesacrossmultiplebusinessareas—frompersonaltobusinessandprivatebanking—selectedfrom

abacklogof200.Thebankmeasuressuccessbytheproductivitygainsandcustomerserviceimprovementsachievedthroughprocesssimplificationandautomation.

Keyactionsforleaders

•Bebold.Reinventyourvaluechainsbasedonanobjectiveassessmentofthebusinesscase,enterprisereadinessandexpectedreturnofinvestment(ROI).

•Identifystrategicbets.Balance“noregrets”movesandstrategicbetswithafocusoninnovationandgrowth.

•Takeaholisticview.Combinemultiplevaluelevers,suchasAIandresourceoptimizationtobetterbuildend-to-endcapabilities.

02DevelopanAI-enabled,secure

digitalcore

Allorganizationsneedanindustry-leadingdigitalcoretomakethemostoutofAI-poweredtransformations.Butwhatthatlookslikewillvaryfromcompanytocompany:itneedstobe

tailoredwiththerightmixofcloudpracticesforagilityandinnovation,differentiateddataand

next-generationexperiences—withsecuritybydesignateverylevel.Suchadigitalcorecandriveefficiencyandeffectiveness,respondtothebusiness’snewneedsandquicklyadoptandscalethelatesttechnologyinnovations.

However,evenasorganizationslooktoenhancetheirdigitalcore,theymustbalanceexisting

technicaldebtwithforward-lookinginvestments.OurresearchshowsthatcompaniesaimingtoexpandtheirgenerativeAIcapabilitiesshouldallocateapproximately15%oftheirITbudgettoremediatingtechnicaldebtasa“sweetspot”betweencurrentandfutureneeds.6

AleadingSoutheastAsiannationaloilcompanyexemplifiestheadvantagesofhavinga

reinvention-readydigitalcore.Thiscompanyhashugevolumesofdataindifferentformats—andgeneratesmoredaily.Aftertakingaholisticlookattheissues,itdeployedgenerativeAI

andcognitivesearchtorealizethetruevalueofitsdataanddrivenewgrowth.Itsnewknowledgebaseincorporatesmorethan250,000documentswithstructuredandunstructuredinformation,surfacesthedesiredinformationandconvertsitintoachosenformat.Thenew,integratedsetupmakesinformationdiscoverablewithminimaleffort,automatestheknowledge-gatheringprocessfordifferentrolesacrosstheorganizationandhelpsreduceaccidents.

Keyactionsforleaders

•Ensurethebasics.Understandwhereyourdigitalcoreistoday,focusingonthebasic

requirementsforgenerativeAI:movingtothecloud,buildingamoderndataplatformandembeddingsecuritypracticesearlyinthelifecycle.

•Developthenew.Buildaunifieddataarchitecturethatallowsforthefluidexchangeofdataandnewcapabilitiesforunstructuredandsyntheticdata.

•Strategizetechnologypartnerships.Evaluateyourexistingtechnologyandadvisory

ecosystem,andupdateyourstrategytoacceleratethereinventioncycle.Exploremoreco-creationopportunitieswithpartnerstoincreasepace.

03Reinventtalentandwaysofworking

ProductivitygainsarejustonebenefitofgenerativeAI;therealvaluecomesfromenablingthe

reinventionofworkandenhancinguniquelyhumanqualitieslikecreativity.Infact,apeople-centricapproach,wheregenerativeAIisadoptedresponsiblyandatscale,couldunlock

$4.5trillionineconomicvalueacrossAPACby2038.

APACleadersrecognizethevalueofapeople-centrictalentstrategyinadoptinggenerativeAI,withhalfoftheserespondentscurrentlyofferingopportunitiesforworkerstoupskillorreskillinareasthatcomplementAItechnologies.

ToeffectivelypreparefortheimpactofgenerativeAI,leadersmustfocusonaddressingthefundamentalhumanneedsoftheirworkforce,includingwellness,purpose,belongingandmarketability.Bydoingso,theycancreateasenseofsecurityandreadinessasemployeesbracefortheinevitableimpactofgenerativeAI.

Keyactionsforleaders

•Refreshtalentstrategy.Identifyhowworkchangesandbuildstrong,people-centricchangecompetencies.ContinuallyupskillemployeesonfrontiertechnologiessuchasgenerativeAI.

•ReinventHRcapabilities.ReviewHRcapabilitiesandinvestinthecompetenciesand

technologyneededtosupportthereinventionvision.HRisacorepartofthebusinessstrategy.

•Elevateleadershipskills.EnhancethetechnologicalexpertiseandleadershipskillsofC-suiteleaderstosuccessfullymanagechangeanddrivereinvention.

04ClosethegaponresponsibleAI

Ninety-ninepercentofAPACexecutivesbelievethatresponsibleAIshouldbeakeyfocuswithintheorganization1,and70%arealreadyworkingtowardsfullyintegratingresponsibleAIprinciplesintotheirorganization’slifecyclewithinthenext18months(Figure7).

Figure7:APACexecutivesareprioritizingresponsibleAIprinciples.1

“Whichofthefollowingmostcloselydescribesthecurrentandfuturestateofyourorganization’sResponsibleAI(RAI)strategy?”,%ofAPACrespondents

ScaledRAIapproachinfulloperation,

future-proofedforregulatoryrequirementsandmitigatingrisks

DesignedacohesiveoperatingmodelandstartingtoscaleacrossfullAIlifecycle

Establishedprinciplesandinearlystagesofimplementation

Drafting/CompleteddraftofRAIprinciples

None/Limitedaction

4%

51%

70%

40%

22%

7%

2%2%

Current

Next18months

2%0%

Source:Accenturereinventionsurvey,Wave2(Mar-May2024),Globaln=400,APAC=250.

Tosuccessfullyimplementanenterprise-wideresponsibleAIstrategy,companiesshouldmakeresponsibleAIpervasiveandsystematicintheenterprise.10

Keyactionsforleaders

•EstablishAIgovernanceandprinciples:Ensureclearaccountabilityandgovernanceforthedesign,deploymentanduseofAI.

•AssessAIrisk:UnderstandtherisksassociatedwithAIusecases,applicationsandsystemsthroughqualitativeandquantitativeassessments.

•SystematicallytestresponsibleAI:PerformcontinuoustestingofAIsystemstoevaluate

humanimpact,fairness,explainability,transparency,accuracyandsafety.UsingtopresponsibleAItoolsandtechnologieswillhelpmitigatepotentialissues.

•Conductongoingmonitoringandcompliance:ContinuouslymonitorAIsystemswhileoverseeingresponsibleAIinitiativesandexecutingmitigationandcomplianceactions.

•Manageimpactonworkforce,sustainability,privacyandsecurity:EnsurethatthecomprehensiveresponsibleAIcomplianceprogramengagescross-functionally.

RecognizingboththepotentialandriskofAIinfinance,theMonetaryAuthorityofSingapore

(MAS)wasoneofthefirstfinancialregulatorsintheworldtolauncharesponsibleAIprogram.

In2019,MASestablishedVeritas,anindustryconsortium,tohelpfinancialservicesinstitutions

(FSIs)evaluatetheirAIanddataanalyticssolutionsagainsttheprinciplesoffairness,ethics,

accountabilityandtransparency(FEAT).Sincethen,VeritashasproducedwhitepapersdetailingtheFEATmethodologyandanopen-sourcetoolkittoenableFSIstosystematicallyassesstheirAIinitiatives,strengtheninggovernance,facilitatinginnovationandultimatelybuildingtrust.

Apeople-centricapproach,wheregenerativeAI

isadoptedresponsiblyandatscale,couldunlock

$4.5trillionineconomicvalueacrossAPACby2038.

05Drivecontinuousreinvention

Leaderscannotapproachreinventionasaone-offeffortundertakeneveryfewyears.Instead,

theymustbuildthecapabilitytocontinuouslyreinvent.APACexecutivesaremorecommittedtoestablishingnewlevelsofperformanceintheirownindustryrelativetoglobalpeers(Figure8).

Figure8:ExecutivesintheAPACregionarededicatedtosettingnewperformancestandardsintheirrespectiveindustries.1

“Commitmenttoestablishnewlevelsofperformanceintheirownindustry”,%ofrespondents

2024

2023

37%32%

31%

43%

APACGlobal

Source:Accenturereinventionsurvey,Wave1(Oct-Nov2023),n=1,500.

Continuousreinventionisessentialforstayingcompetitive,butitdoesn’talwaysrequirelookingexternally.Oneoftenoverlookedsourceofinnovationisthe‘hiddengems’withinacompany.

Theseinternalassets—uniquecombinationsoftalent,processesandculture—havethepotentialtodrivelasting,transformativechange.

Findinghiddengems

Identifyingsingletransformativefactorsisnotenough;it’scrucialtoensurethat

therightcombinationoffactorsissystematicallyreplicableandalignedwithboth

organizationalandbusinessneeds.Here,technologycangreatlyaugmentaleader’sjudgement.TakeforexamplehowagenerativeAI-poweredperformancedashboardcanserveasa“HiddenGemsFinder”toidentifyoutperformingassetsthatmight

appearcounterintuitivetopastexperience.

Keyactionsforleaders

•Changeiscontinuous.Maketheabilitytochangeacorecompetencyandpartofcompanyculture.

•Uncoveryour“hiddengems”.CEOsmustbethoughtfulinidentifyingthehiddengemswithinthecompany,creatingtherightplatformforotherstolearnandscale.

Chartingthepathtoreinvention

Combiningtechnologicaladvancementswithhuman-centricstrategiescanhelpAPACfirmsthriveintheageofgenerativeAI.Byovercomingexistingbarriersandcapitalizingonuniqueregionalstrengths—suchasastrongfocusonRAIprinciplesandahighercommitmentto

establishnewlevelsofperformancerelativetoglobalpeers—APACcompaniescanoutpacetheirglobalcompetitorsintheraceforreinvention.

Authors

VivekLuthra

DataandAILead

AccentureAsiaPacific

Dr.SerenaQiu

ThoughtLeadershipResearch

LeadforAsiaPacificAccentureResearch

HiroshiMakioka

Strategy&ConsultingLeadAccentureAsiaPacific

ResearchTeam

JoelLee

ThoughtLeadership

ResearchSeniorAnalystAccentureResearch

Dr.RebeccaTan

SeniorEditor

AccentureResearch

References

01

ReinventionintheageofGenAI|Accenture

02

PulseofChange:2024Index|Accenture

03

WorldwideCoreITSpendingforGenAIForecast,2023–2027:GenAIIsTriggeringHyper-

ExpansionofAISpending|IDC

04

PulseofChange:March2024|Accenture

05

IDCSurveySpotlight:WhatIstheAttitudeofAsia/PacificEnterprisesTowardGenerativeAI

AdoptionandApplication?

06

ReinventingwiththeDigitalCore|Accenture

07

FewAPACfirmswillbenefitfromAIduetodoubtanddatamanagement|ZDNET

08

Work,workforce,workers:ReinventedintheageofgenerativeAI|Accenture

09

Changereinvented:anewblueprintforcontinuous,meaningful,successfulchange|Accenture

10

MakeresponsibleAIpervasiveandsystematicintheenterprise|Accenture

AboutAccenture

Accentureisaleadingglobalprofessionalservicescompanythathelpstheworld’sleadingbusinesses,governmentsandotherorganizationsbuildtheirdigitalcore,optimizetheir

operations,acceleraterevenuegrowthandenhancecitizenservices—creatingtangiblevalue

atspeedandscale.Weareatalent-andinnovation-ledcompanywithapproximately750,000peopleservingclientsinmorethan120countries.Technologyisatthecoreofchangetoday,

andweareoneoftheworld’sleadersinhelpingdrivethatchange,withstrongeco