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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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