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IsGenerativeAIchangingthegameformedtech?

DeloitteresearchsuggestswhileGenAIhas

starteddeliveringvalue,itspotentialisfargreater

IsGenerativeAIchangingthegameformedtech?

2

Contents

Executivesummary3

AIandGenAIhavestartedtodelivervalueto

medtechcompaniesacrossfunctions4

GenAIcouldhelpmedtechfirmsachievecost-efficiencies

ofupto12%oftheirrevenue6

BuildingblockstomaximizevaluefromAIandGenAI8

Conclusion10

Authors12

IsGenerativeAIchangingthegameformedtech?

Executivesummary

Acrossindustries,artificialintelligence(AI)andGenerativeAI(GenAI)discussionsaremovingfrompotentialtovaluerealization.1Formedtechcompanies,thisvaluecanbeintheformofcostreductions,costavoidance,andnew

revenuegeneration.

Toassesswheremedtechcompanieshaverealizedvalue2

fromAIandGenAIandwhatcouldbenext,theDeloitte

CenterforHealthSolutionssurveyed85leadersfrommedtechorganizationsduringthesummerof2024andconducted

follow-upinterviews.Wefoundthat:

•AIandGenAIhavebeguntodelivervalueacrossfunctions,

with42%ofsurveyedexecutivesreportingbenefitsinproductdevelopmentand35%inITandcybersecurityfunctions.

•GenAIcouldenablemedtechcompaniestoachievecost

efficienciesof6%to12%oftheirtotalrevenueinthenexttwotothreeyears.Thiscouldbeintheformofcostreductions,

costavoidances,andotherbenefits.Foramedtechcompanywith$20billionto$26billioninrevenue,thistranslatestoanestimated$1.2billionto$3.2billion.

However,usingAIandGenAIinisolationmaynotdrivethis

transformativevalue.Adoptingastring-of-pearlsapproach—

integratingmultipleGenAIusecaseswithotherAItechnologies,

data,anddigitaltools—isimportantforachievingcost

efficienciesandotherbenefits.Thisrequiresappropriate

“buildingblocks”toscaleAIandGenAI,includingcreatingan

enterpriseambitionforAIuseandoperatingstructuressuchasaCenterofExcellence.Theseshouldbeaccompaniedbynew

waysofworking,governanceforresponsibleandethicalAIuse,andproactivecommunicationofanAIvaluenarrative.

IsGenerativeAIchangingthegameformedtech?

4

AIandGenAIhavestartedtodelivervaluetomedtech

companiesacrossfunctions

UsingAItotransformprocessesisnotnewtomedtechorganizations(seesidebar,“AIinactionatmedtechcompanies”).Butbeyondthisanecdotalevidenceattheorganizationallevel,theindustrywide

impactofAIandGenAIisnotwellknown.Oursurveyresultsaimtobridgethisgapbyillustratingwhereandhowthesetechnologieshaveaffectedmedtechcompanies.

“OurstrategyistoutilizeAIandGenAIinourproductsandacrossallfunctionsasmuchaspossible.”

—VP,largemedtechcompany

Ourresearchsuggeststhat,overall,medtechcompanieshave

movedquicklytoleverageGenAI’scapabilities.Fifty-sevenpercentofsurveyedleadersreportedthattheirorganizationisimplementingorscalingGenAIusecasesor“quickwins”thathaveprovidedbenefitsacrossfunctions.ThepaceofGenAIadoptionalsoappearstohaveacceleratedtheuseofotherAI,asoursurveydataindicates.

AIinactionatmedtechcompanies

MedtechcompanieshaveusedAItosavetime,reducecosts,avoidadditionalexpenses,andcreaterevenue.Herearesomeexamples:

Digitalassetprocurementoptimization:Siemens

HealthineersdevelopedanAI-powereddigitalasset

managementrepository,enablingits60,000employees

tosearchfor,use,andreusedigitalassets,suchasstock

imagery,formarketing.ThisinitiativesavedthecompanyanestimatedEUR3.5millionbyreducingtheneedtopurchasenewdigitalassets.3

Peopleanalyticsandworkforcedevelopment:JohnsonandJohnsonleveragedAItotransformandmodernize

itsHRoperations.AI-drivenmodelspredictemployee

attritionbasedonindustrytrends,performance,andcareerprogression.Machinelearning(ML)isappliedtohuman

capitaldatatoassessthestateofskillsintheworkforceandhelpcreatepersonalizeddevelopmentplansandlearningcurriculaforemployees.4

Personalizedtechnology:MeticulyusesAIand3Dprintingtodelivercustommedicalimplantswithintwotosevendays.Meticuly’sMLalgorithmsanalyzethepatient’snaturalbonestructure,includinganydefectsorirregularitiesandtheimpactedarea,

todesignabespokeimplant.Suchimplantscouldreducethelikelihoodofinteroperativechallenges.5

IsGenerativeAIchangingthegameformedtech?

5

Figure1:ValuerealizedandexpectedfromAIandGenAIuseacrossfunctions

GENAIUSEFOR

HavealreadyrealizedvaluefromAIandGenAI

Expecttorealizevalue

fromAIandGenAIinthe

next2to3years

Studydocumentgeneration

Clinicalstudy

summarizationandinsightgeneration

Scientificwriting

Functions

Product

42%35%

Reportgeneration

fromunstructuredenterprisedatasources

Datamanagement

Automateddebugging

development

ITand

35%28%

GenAIusecasesbeingscaled

Optimizingmarketingcontentcreation

Medical,legal,andregulatoryreview

KOLperspectivesummarization

cybersecurity

30%

37%

Trainingcontentcreation

HRportalcontentcreation

Makingcontentandcommunication

moreinclusive

Commercial

HRandother

23%

31%

internalservices

Supplychainand

20%

Financialinsightgeneration

Collectionautomation

M&Aduediligence

manufacturing

36%

Finance

22%

37%

Qualityeventmanagement

Inventoryoptimization

Producttrackinganddelivery

Q.InwhichofthefollowingareashasyourorganizationrealizedvaluefromtheuseofAIincludingGenAI?Inwhichoftheseareasdoesitexpecttorealizevalueinthenext2to3years?Respondenttoselectonlyoneoption.[N=85]

Q.WherehasGenAIhelpedyourorganizationtorealizebenefits?IsyourorganizationscalingtheuseofGenAIforthispurpose?Pleaseselectallthatapply.

RespondentsansweredthisquestionbasedontheirvisibilityintoGenAIuseacrossfunctionalareasasassessedbyourscreenerquestions.Figureshowsthetop3GenAIusecasesbeingscaledacrossfunctionalareas.

Commercial[N=58],Supplychainandmanufacturing[N=63],R&D[N=69],Finance[N=54],HRandotherinternalservices[N=55]andITandcybersecurity[N=68]

RespondentsreportedthattheirorganizationshavegeneratedthegreatestvaluefromAIandGenAIinproductdevelopment(42%)

andITandcybersecurity(35%)functions(seefigure1).Forproductdevelopment,medtechcompanieshaveusedAIforconceptdesignandprototyping.6Beyonddevicedesign,GenAIhasbenefitedsomeorganizationsinsummarizingscientificliteratureanddraftingtrialdocuments,suchasvendorcontractsandsitechecklists.

ForITandcybersecurity,organizationshaveusedGenAItogeneratehigh-qualitycodeandimprovedatamanagementprocesses.This

includescreatingmetalabels,cleaningdata,andanonymizingdatatoenhancesecurityandusability.7

Whileclosetoone-thirdofsurveyedleaderssaidtheyhavealreadyrealizedvaluefromAIandGenAIacrossfunctions,anotherthird

expectstorealizevalueacrossmostfunctionsoverthenexttwo

tothreeyears.Incommercialoperations,AIcouldhelpanalyze

salesandcustomerdatatoprovidethenext-bestengagement

recommendationstosalesteamsandimproveconversionrates.

LeveragingAI-drivenplatformscouldacceleratethecreation,review,anddeploymentofmarketingandsalescontenttocutmarketing

spending.8OneintervieweereportedthathisorganizationisusingAI

chatbotstoautomateorderintakeandsolvecustomer

queries.Givenitscontextualizationabilities,GenAIcouldfurtherimproveself-servicecapabilitiesformedtechcustomersacross

digitalchannels.9

Aspartofdigitalizedsupplychains,AIcouldautomateactivitiessuchassupplierchecksandmanagementofqualityevents

whileoptimizinginventorymanagement,distribution,and

warehousing.Forafasterpathtonet-zero,AIcouldprovideinsightstooptimizecapitalinvestmentandenergyusageandcost-effectivelyreduceemissions.10

AIcanalsoassistasaself-servicepartnerforbusinessleaderstosupportagilefinancialdecision-making.Forinstance,AI

couldprovidequickaccesstocomplexfinancialinsightssuchas

scenarioanalysisforbudgetplanning.Continuousfinancialdata

monitoringusingAIandadvancedanalyticscouldalsohelpuncovervaluableinvestmentandsavingsopportunities,whichcould

improvemargins.11

IsGenerativeAIchangingthegameformedtech?

6

GenAIcouldhelpmedtechfirmsachievecost-efficienciesofupto

12%oftheirrevenue

ByeffectivelydeployingGenAIandotherAItechnologies,medtechcompaniescouldachievecostefficiencies,includingcostreductions,costavoidances,andotherbenefits,rangingfrom6%to12%of

revenue.Forinstance,alargemedtechcompanywith$20billionto$26billioninrevenuecouldrealizecostefficienciesof$1.2billionto$3.2billionthroughAIimplementationsacrossfunctionsinthenexttwotothreeyears(figure2).Actualefficienciesgainedcouldvary

dependingonthescaleandintegrationofAIwithinanorganization.

Toarriveattheseestimates,weanalyzedanticipatedcostsavingspercentagesfromAIandGenAIuseacrossthevariouscategories—selling,general,andadministrativecosts(SG&A);R&Dexpense;

andcostofgoodssold(COGS)—asreportedbysurveyedmedtechleaders.Weappliedthesepercentagestopubliclyreportedfinancialdatafromthetop10medtechcompaniesbyrevenuein2023.12

Overall,oursurveyrespondentsanticipateAIandGenAIto

reduceSG&Acostsby7%to19%overthenexttwotothreeyears,whichcouldbenefitthecommercialandsharedservicesfunctions,includingHR,finance,andIT.Foralargemedtechcompany,this

couldmeananestimatedsavingsofupto$1.5billionthrough

efficiencygainsandvendorcostoptimizations.Similarly,alargemedtechcompanycouldsaveupto$1.4billion(5%to12%)in

COGSbyapplyingAItoactivitiessuchaspredictivemaintenance,contractcreation,andvendormanagementinsupplychain

andmanufacturing.

Asdiscussedpreviously,moresurveyedleadersreported

realizingvaluefromAIandGenAIinproductdevelopmentthan

otherfunctions.Accordingtosurveyrespondents,applyingAIandGenAIcouldsaveupto20%ofR&Dcosts,translatingto$0.3billioninsavingsforalargemedtechcompanyoverthenexttwoto

threeyears.

Figure2:EstimatedpotentialefficiencygainsviaAIuseforalargemedtechcompanyinthenext2–3years

Potentialsavings%

fromuseofAIinthe

next2–3years*

Functionalareaslikelytobenefit

Top10medtechfirmaveragecost*

Potentialsavingsestimate

Typeofcosts

Commercial,Sharedservices

$7.2B7%-19%$0.5B-$1.5B

Selling,generalandadministrativecosts(SG&A)

Costofgoodssold(COGS)

$11.7B

5%-12%

$0.6B-$1.4B

Supplychainandmanufacturing

R&Dcosts

$1.5B

7%-20%

$0.1B-$0.3B

Productdevelopment

Estimatedpotentialsavingsforalargemedtechcompanyinthenext2–3years

$1.2B-$3.2B

Methodology:

*Potentialdollarsavingsarebasedonapplyingsavingsestimatescollectedthroughoursurveytotheaverageofdifferentcosts—R&Dexpenses,costofgoodssold(COGS),andselling,general,andadministrative(SG&A)—reportedinthefinancialstatementsofthetop10medtechcompaniesin2023.Costsavingspercentagesappliedarebasedoninterquartilerangesfromthesurveydata.

Q.Toyourbestestimate,whatshareofcostsavingscouldAIincludingGenAIenableyourorganizationtoachieveinthenext2to3years?Pleasepickthe%ofimpactAIhashadacrossthefollowingcostcategories.(N=85)

7

IsGenerativeAIchangingthegameformedtech?

However,usingAIandGenAIinisolationmaynotdrive

transformativebenefits.Medtechcompaniesmayneedtoundertakeastring-of-pearlsapproach.Bystringingtogethermultipleworkflows

throughGenAIandotherAI,data,anddigitaltechnologies,

companiescouldtransformentireprocesses.Thisapproach

createsaseriesofbusinessprocessenhancementsthatbuildon

oneanothertodriveefficienciesandcompoundvalue(seesidebar,“Enhancinghealthcarepractitionerengagementwithastring-of-

pearlsapproach”).Suchanapproachcanbeappliedtoprocessesacrossfunctions—fromR&Dtocommercialandsharedservices.

Enhancinghealthcarepractitionerengagementwithastring-of-pearlsapproach

Astring-of-pearlsapproachwithGenAIatthecorecouldenablecompaniestodeliverappropriatecontenttohealthcarepractitioners(HCPs)throughappropriatechannelsatanappropriatetime.

Aspartofthisapproach,GenAIandMLcouldanalyzeprescriptions,salesdata,anddigitalinteractiondatatomicrosegmentandtargetHCPsforengagement.BasedonthissegmentationandAI-driveninsightsoncontentconsumptionpatterns,GenAIcouldcategorize,organize,andcreatenewcontent.MLalgorithmscouldthen

determinethesequenceandfrequencyofcontentdeliveryacrosschannelsandmeasuretheeffectivenessofthesetacticstooptimizeomnichannelengagement(figureA).

FigureA:OrchestratingomnichannelengagementwithGenAI

“Next-bestaction”objectivesUsecasesGenAIMLDescriptiveanalyticsData

Understandtheenvironmentinwhichthebrandoperates

FindandengagewithHCPsbasedonhidden

potentialand

actionableinsight

TagcotnasusingContentiimptionStandaritxonomy,

Developandbundlenewcontent

Delivertargetedexperiencestocustomers

Measure

effectivenessoftactics

Behavirle-dsignalcyl,s,,Callplanaidmedialo,tam,llsnt

generationtailoredtopreferencespreferencemappingtosegmentspublisheralliances

ContentGeneratecontentContenteffectiveness/Message/contentFirst-partyandthird-party

optimizationinsights,mediaplans

Scrapeanddistill

market,competitive,and

brandintelligence

Automatedcross-

channel,cross-audience

MTA

APLDdata,digital

marketingdata,HCP

interactiondata

Categorizeand

organizecontentforpersonalization

APLDdata,digital

interactions,sales

disposition

Measureeffectivenessoftactics

Measureaudiencereachandquality

SegmentHCPsbasedonprescribingpatterns

Web-scrapeddata;

publicdisclosures,APLD

Geo-levelinsight,trendreporting

Identify“latent”driversofcustomerbehavior

Closedloop

measurement

interpreter

Omnichannel

customer

engagement

Content

categorization

(tagging)

HCPmicro-segmentation

Competitiveintelligence

HCP360profiles

4

6

3

2

5

1

Source:Deloitteanalysis

IsGenerativeAIchangingthegameformedtech?

BuildingblockstomaximizevaluefromAIandGenAI

Intervieweeshighlightedthatthoughmanymedtechorganizationshavekick-startedtheirAIandGenAIjourney,theymayjustbe

scratchingthesurface.Asoneintervieweecommented,“Ifeelweare

leveraginglessthan10%ofAI’spotential.”WeoutlinesixkeybuildingblocksformedtechcompaniestoleverageAIandGenAItoagreaterextent(figure3).

Figure3:BuildingblocksforleveragingAIandGenAI

1

2

3

4

5

6

Source:

Deloitteanalysis

Craftastrategicblueprint:AnchorAIinvestmentstomeetoverarchingbusinessobjectivesandfocuson3to5high-valueopportunityareastoscaleAI.

Buildoperatingstructures:EstablishmeasurableAItargetsandpossiblyaCenterofExcellence(COE)toaligninvestmentsandresources,supportingprioritizedAIand

GenAIusecases.

Focusonvaluerealization:Takeadisciplinedapproachtoevaluate,approve,andadoptAIandGenAItohelpensurevalue.

Createtechandscalingcapabilities:SelectanappropriatetechnologyplatformtoleverageLLMswhileforgingecosystempartnershipstoscaleAIandGenAI.

Buildnewwaysofworking:EmphasizeAI'sroleinenhancinghumancapabilities,anddeveloptrainingprogramstoimproveAIliteracyandoptimizeworkflows.

PromoteresponsibleAIuse:Establishgovernancetoaddressdataprivacy,security,andbias,andfostertheaccountableandethicaldeploymentofAI.

1.Craftastrategicblueprint

ScalingAIacrosstheenterprisemaynolongerbeaquestionof

“when”but“towhatextent.”MedtechcompaniesshouldviewAI

andGenAIinvestmentsascoreenablersoftheirenterprisestrategyratherthanasexperimentalprojects.Whileexecutingamultitudeofusecasescandelivervalue,afocusondepthversusbreadthcouldbemorebeneficial.

Actionsteps:

•Frameastrategicblueprint:Definethebusinessambition

forAIuseandanchorinvestmentstomeetshort-andlong-termbusinessgoals.

•Identifyboldplays:Determinethreetofivehigh-value

opportunityareaswhereAIandGenAIusecouldprovidethemostvalueandfocusonscalingforimpact.

8

2.Buildoperatingstructures

Buildingdistinctoperatingstructures,suchasestablishingan

AICenterofExcellence(COE),couldhelpmedtechcompanies

cross-leveragetalentandresourcestoweaveAIandGenAIinto

theirbusiness.SuchCOEs,whilenotnecessarilyarequirement

forsuccess,shouldenableprioritizingandmanagingAIandGenAIinvestmentsandshouldincludeanexplicitcapabilityforvalue

realization.

Actionsteps:

•Sourceandprioritizeusecases:IdentifyandprioritizeaportfolioofAIandGenAIusecasesrelevanttoidentifiedopportunityareas.

•Createaroadmap:Developaplantoaligninvestmentsandresourcestosupportuse-casedevelopmentandscaling.

•SetmeasurableAItargets:Buildexplicitmetricsofvaluetobecapturedthroughuse-caseenablement.AssigningmeasurabletargetstoAIleaderscanfurtherpromoteAIadvocacyandensureaccountability.

IsGenerativeAIchangingthegameformedtech?

9

3.Focusonvaluerealization

SustainingtheenthusiasmandmomentumtoscaleAIrequires

adisciplinedapproachtoassessingandmakingappropriate

investmentsandcommunicatingtheirvalue.AIappearstobejustanothersteponthedigitaltransformationpathforcompanies.ByfocusingonbuildingandcommunicatinganongoingvaluenarrativefromAIuse,companiescouldpreventdisillusionment,especiallyasnewerdigitaltechnologiesbecomethenext“shinything.”

Actionsteps:

•Trackandrealizevalue:Createmechanismstomeasure

outcomesandoptimizeinvestmentswhileassessingprogresstowardAIambitions.

•Articulateanenterprisevaluestory:CreateandpromoteanarrativeofAIimpactonidentifiedopportunityareastorelevantstakeholders—fromtheboardandCEOtobusinessleaders.

4.Createtechnologyandscalingcapabilities

BuildenterprisearchitecturethatcollateskeycomponentsrequiredtoquicklycreateanddeployAIandGenAIapplications,tools,and

capabilities.Sucharchitectureshouldincludeaccesstoopen-sourceandproprietaryplatformcapabilitiestoutilizelargelanguage

models,sandboxenvironments,andcommonsolutionarchetypes.

Actionsteps:

•Determineanappropriateplatform(s):Selectacost-effectiveplatform,orplatforms,tosupportcapabilitydevelopment(e.g.,semanticsearch,informationextraction,classification,simulationexercises)tailoredtoexecutemultipleGenAIusecases.

•Buildecosystempartnerships:Identifyandworkwithindustryconsortiaandworkinggroupsastheyemerge.Continuously

evaluateplatformsandpartnershipstoenhanceAIandGenAIcapabilitiesandinfrastructure.

5.Buildnewwaysofworking

Whileinitialexperimentsmayhaveprogressed,large-scaleAI

deploymentinvolvesastrongerfocusonbridgingthetrustgap

withAI,whichGenAIcouldlikelyexacerbate.Asoneinterviewee

pointedout,“WewanttomakeAIapartofourcultureandpart

andparcelofthewaywedothingsgoingforward.”Thisinvolves

fosteringwillingnessamongbusinessusersbyclearlydemonstratingvalue,providingadequatetraining,andcreatingguardrailsforthe

responsibleuseofAIandGenAItools.

Actionsteps:

•Focusonhumanaugmentationtoencourageadoption:

Duringrollouts,demonstratehowAIenhanceshumancapabilitiesratherthanjustautomatestasks.

•BuildAIfluency:DeveloptrainingprogramstoimproveAI

literacy,coveringAIconcepts,applications,andlimitations.

OptimizeworkflowstoensureseamlessAIintegrationanduserproficiency.

6.PromoteresponsibleAIuse

MedtechcompaniesshouldestablishclearguidelinesandpromoteethicalpracticesaroundAItohelpensureresponsibledeployment.Thestring-of-pearlsapproachcanonlybeeffectivelyleveragedif

companiesensureAIuseisharmonizedwiththeevolvingregulatoryenvironment.

Actionsteps:

•Establishgroundrules:GoverntheethicaluseofAIbyaddressingissuessuchasdataprivacy,security,andbias.

•Shapeinternalgovernance:Enablebusinessusersto

understandandcontendwithrisksfromAIuse(e.g.,datasecurityandprivacy)andmodeloutputs(e.g.,hallucinationsandbiases,lackoftransparency).

•Promotetransparencyandaccountability:ClearlydocumentprocessesandcommunicateopenlyaboutAImodel/tool

capabilitiesandlimitations.

IsGenerativeAIchangingthegameformedtech?

Conclusion

Themedtechindustryappearstobeataninflectionpoint—scalingAIandGenAIfortransformationis

important.Organizationsshouldconsidermaking“boldplays”thatintegratethesetechnologiesintotheiroperations.

Inupcomingpublications,wewillfocusonhow

medtechcompaniescanexecuteboldplaysthroughastring-of-pearlsapproachandtheimpactthese

couldhaveonfunctionssuchasR&D,supplychain,andcommercial.

10

11

IsGenerativeAIchangingthegameformedtech?

Endnotes

1.JimRowanetal.,

Nowdecidesnext:Movingfrompotentialtoperformance

,August2024.

2.Foroursurveyrespondents,wedefinedvalueascostsavings,costeliminations,newsourcesofrevenue,improvementsoradditionstoproductsandservices,improvedcustomerrelations,andotherbenefitsorganizationsmayhaveachievedthroughAIandGenAIuse.

3.Bynder,“

SiemensHealthineerssavesmillionsincostswithBynder’sAI-poweredDAM

,”accessedAugust8,2024.

4.FinnBartram,

“AIandautomation:SureshRamanofJohnson&JohnsononhowtoeffectivelyharnessAItechnologyinpeopleoperations

,”AuthorityMagazine,November20,2023.

5.YConsulting,“

Meticuly:RevolutionizingthefutureofmedicalimplantswithAIand3Dprinting

,”August25,2024.

6.MarkCrawford,“

Artificiallyintelligentdesignfororthopedicdevices

,”OrthopedicDesign&Technology,March10,2023.

7.VikramAgarwal,“

2024J.P.MorganHealthcareConference:AsGenAIExpandsMedtechCapabilities,theIndustryGainsMomentum

,”LinkedIn,January25,2024.

8.Anthill,

“AIinpharmamarketing:Meaning,strategyandbestpractices

,”accessedSeptember20,2024.

9.DigitalOcean,“

HowtouseAIforsales:Techniquesandtools

,”accessedSeptember19,2024.

10.TanyaGupta,

“AIinsupplychain:Usecases,examplesandhowAI[sic]usedinsupplychainmanagement?

,”Clear,updatedAugust8,2024.

11.MichaelAbramov,“

Thehuman-AIcollaboration:HowhumansandAIcanworktogetherinfinance

,”KeymakrBlog,August2,2024.

12.MedicalDeviceandDiagnosticIndustry(MD+DI),“

Top40medicaldevicecompanies

,”February29,2024.

13.NitinMittal,“

GettingrealaboutGenAI

,”DeloitteInsights,April1,2024.

IsGenerativ

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