生成式人工智能时代的重塑（英文版）

ReinventionintheageofgenerativeAI

Executivesummary

Authors

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JackAzagury

GroupChiefExecutive–Strategy&Consulting

OliverWright

SeniorManagingDirector–

ConsumerGoods&Services,GlobalLead

MuqsitAshraf

Lead–Strategy

KarenFangGrant

GlobalResearchLead–

IndustryNetworks&Programs

MikeMoore

PrincipalDirector–AccentureResearch

ReinventionintheageofgenerativeAI

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ReinventionintheageofgenerativeAI

Formanycompanies,thenext12to24monthswillbeamomentoftruth:havetheirtechnologyinvestmentsandinvestmentsinnewleadership,talent,moreefficientcoststructuresandagilityputtheminapositiontoleapfrogcompetitorsusingthepowersofgenerativeAItoreinventtheircompaniesandtheirindustriesandsetnew

performancefrontiers?

ThegenerativeAIrevolutionwillrequireboards,theCEO

andentireC-suitetounderstandthistechnologyatalevelnotpreviouslyseen—andthatisdespitethefactthatthedigitalrevolutionhasalreadyreshapedtheC-suitetobetechliterate.

Thisisnotyouraveragetechnologyrevolution.

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Reinventionasthe

strategyforsuccess

In2022,

wepredicted

thatcompaniesthatembracereinventionasastrategyusingtechnology,dataandAIwouldleadinthecomingdecade.

Inearly2023,

wesetabaseline

forwherecompanieswereagainstthatambitionofbecomingReinventorsandtheextenttowhichtheywereexpectedto

outperformtherest.Atthesametime,generativeAI—andspecificallyChatGPT—explodedontothescene.

Atthetimeofwritinginearly2024,basedonourclientexperienceandresearch,wepredictthatoverthecoming12-24monthstherewillbeasignificantuptickincompaniesthatembracegenerativeAIasacatalystforreinvention.

WhyisgenerativeAIdifferentfromothertechnologicalinnovationswe’veseeninrecentyears?Thistechnologyhasthepowertoreinventeveryfacetofan

organization.Thisisnew.WeexpectthatnewReinventorswillemergeandsomeofthecurrentonesmaybedisplaced,withthenumberofReinventorsgrowingoverall.Throughourwork,weseeempiricalevidencethatthistrendisalreadyinmotion,particularlyasgenerativeAIrapidlydisruptseveryindustry.

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ReinventionintheageofgenerativeAI

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Reinventorsarepullingahead

Let’sstartbylookingatthemostrecentevidencethatreinventionisbecomingthedefaultstrategyfortheworld’sleadingorganizations.

Asmallnumberof“Reinventors”(9%)havealreadymetthehighbarofbuildingthecapabilityfor

continuousreinvention.

They’remakingswiftprogressinexecutingtheirstrategyandsettingouttodefineanewperformancefrontier—

withtechnologyatthecoreoftheirreinventionjourney.Whilethisisarelativelysmallrisefrom8%lastyear,we

seebiggerchangewhenexaminingthedataincloser

detail.Amongthelargestcompanies,especiallythose

withrevenueover$50bn,thenumberofReinventorshasquadrupled(increasedby14percentagepointsfrom4%)inthepastyear.Industrygiantsarenotstandingstill.

Unlikethedigitalrevolution,thelargestcompanies

aretakinganearlyleadbyleveragingtheirsubstantialinvestmentinbuildingtheirdigitalcoreandresources.

Mostorganizationsarestillatthebeginningoftheir

reinventionjourney,withfewreinventingatscaletoday.Similartolastyear,themajority(81%)are“Transformers.”Transformersshouldkeepgoing.Theyaretakingmanyoftherightstepstowardreinvention.However,theyarelesslikelytobebuildingsustainablecapabilitiestoreinvent

continuouslyandmaybemissingthespeedandcostefficienciesfromaconnectedstrategyofreinvention.Andwealsoseeafinancialperformancedifference,

withReinventorspullingahead.Theremaining10%of"Optimizers"areorganizationswherereinventionisn'tcurrentlyapriority.

TwoindustriessawdoubledigitincreasesinthenumberofReinventors:softwareandplatformsup34percentagepointsto43%,andlifesciencesup13percentagepointsto20%.ThiscorrespondswithwhatweseeatAccenture.Acrossouralmost700generativeAIengagements,

softwareandplatformsandlifesciencesareamongthemostactiveindustries.

Regardlessofwheretheyareontheirjourney,all

companiesfacedisruption.TheannualAccenturePulseofChangeIndexfoundtherateofchangeaffecting

businesseshasrisensteadilysince2019—183%overthepastfouryearsand33%inthepastyearalone.1Inresponse,83%oforganizationshaveacceleratedtheexecutionoftheirtransformationsincelastyear.

Despitethisstateddesireforacceleration,Reinventorscontinuetooutpacetherestandextendtheir

leadershipposition.Almosthalf(46%)ofReinventors

havesignificantlyacceleratedtheexecutionoftheir

reinventionstrategy,comparedtothe7%ofTransformersthathavesignificantlyacceleratedtheirtransformation

program.AndReinventorsexpect20%ofthevaluefromreinventiontobereleasedwithinsixmonthsand45%

within12months—a1.6timesincreaseinpacefromjustayearago(seeFigure1).

ReinventionintheageofgenerativeAI

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Figure1

ReinventionintheageofgenerativeAI

Organizationsareacceleratingtheexecutionoftheirreinventionstrategyortransformationprogramanddeliveringresultsquicker—butReinventorscontinuetooutpacetherest.

Whatproportionofthefinancialvaluefromyourreinventionstrategy

and/ortransformationprogramhaveyouordoyouexpecttobedeliveredineachtimeperiod?(%offinancialvaluereleased)

Within6months7-12months

Hasyourorganization’sreinventionstrategyand/ortransformationprogram

acceleratedordeceleratedoverthepastyearinresponsetoexternaldisruption?(%ofrespondents1)

AcceleratedSignificantlyaccelerated

Reinventors:

28%

1.6x

Transformers:

25%

1.6x

11%17%

2023

2024

2023

2024

study

study

study

study

Reinventors

+Transformers

72%11%

20%

45%

25%

7%

Transformers

75%

41%

46%

Reinventors

9%16%

6.6x

17%

40%

23%

1)Datanotshownforsignificantlydecelerated,deceleratedornoimpact.

Source:Accenturereinventionsurvey,Oct-Nov2023.Samplesize:Total,1,500;Reinventors,136;Transformers,1,210.

>6

>7

Reinventors’revenuegrowthisprojectedtooutpacethat

ofallothers.Accenture’sanalysisfoundthatReinventors

increasedrevenuesby15percentagepointsmorethantherestofthesurveyrespondentsbetween2019and2022.

WeexpectthegapinrevenuegrowthbetweenReinventorsandtheresttoincreaseby2.4timesto37percentage

pointsby2026(seeFigure2).

Thegrowingperformancegapcreatesanimperativefor

otherorganizationstofindnewwaystofurtheracceleratetheirreinvention.

Figure2

ReinventionintheageofgenerativeAI

Reinventorsexpecttogrowthevaluegaptotherest

Revenuegrowth,indexed(2019=100)

200

180

160

140

120

100

ReinventorsAllothers(Transformers+Optimizers)

Expected

2.4x

increase

+15pp

Revenue

growthgap

Revenuegrowthgaptoallothersby2022

+37pp

Revenuegrowthgaptoallothersby2026

20192020202120222023202420252026

Source:2019-22=CAGRbasedonactuals.2023-26=selfreportedexpectationsfromAccenturereinventionsurvey,stress-testedvs.analystexpectations.

ReinenvetionintheageofgenerenerativeAI

REINVENTIONINACTION

BBVA:Aboldnewfuture

BancoBilbaoVizcayaArgentaria(BBVA)hasreinventeditselffromatraditionalneighborhoodbankintoadigitalpowerhouse.

BBVAlaunchedanagiletransformationprogramtobreakdownorganizational

barriersandenablecross-functionalcollaboration.CoachesworkedwithBBVA’speopletoembedagileprinciplesthroughoutthebusiness.Today,thebankhasaflexibletalentpoolfromwhichpeoplecanbeassignedtothehighest-priorityprojectsorprocessesatanygiventime.

BBVAisusingAmazonWebServicestocreateanewdataplatformthatwillbe

deployedglobally,providingallbusinessunitswithaunifiedviewoftheirdataand

accesstomoreefficientdataprocessing,analysisandinsights.Theuseofbank-widedataandAIdeliversaholisticviewofthecurrentandlifetimeprofitability—and

likelybehavior—ofeverycustomer.IthasalsoenabledBBVAtoevolvefromsimplyofferingdigitalservicestodevelopingandsellingnewdigitalbankingproductsandofferingleadingfinancialhealthtools.Forexample,BBVAValoraprovidesuserswithrecommendedpurchaseorrentalpricesforaspecificproperty.Twooutofthree

mortgagessoldbyBBVAaretocustomersthatusedBBVAValora.

BBVAisalsoabletooffer“one-clickloans,”whichprovidepersonalizedand

contextualpre-approvedloansandpotentialsame-dayfundingforbothcustomersandnon-customers.AndBBVA’sclientonboardingprocessnowtakesjustafew

minutes(versusafewdaysatmostotherbanks).Thishascontributedtoa150%growthinnewcustomers.

Today,nearly50millionBBVAcustomersinteractwiththebankthroughdigital

channels,andsevenoutof10salesaremadedigitally.Cost-to-incomehasdroppedto43%(17percentagepointsundertheEuropeanaverage)andit’sbeennamed

BestGlobalBankoftheYearbyTheBanker.

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ReinventionintheageofgenerativeAI

GenerativeAIenablesand

acceleratesreinvention

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GenerativeAIcandelivervalueatscale

GenerativeAIisnotyouraveragetechnologyrevolution.Inthelastseveraldecades,wehavenotseena

technologythathasthepotentialtoimpactmaterially

everyaspectofacompany—thisiswhyweconnect

generativeAIandreinvention.Forthosecompaniesthatdeploythistechnologytoitsfullpotential,theywill,

bydefinition,reinventthemselves.Atthesametime,theonlywaytodeployittoitsfullpotential,isto

embracetheneedtoreinventprocessesandtalent,whilemanagingthetechnologythroughanew

capabilitycommonlyreferredtoasresponsibleAIandwithadigitalcorethathasanewlayer—adataandgenerativeAIbackbone.

Andsomeunderstandthispotentialandare

takingactionstowin.WeareseeingthisamongtheReinventors,andalsoamongagroupof

theTransformers.

Ourresearchshowsthatmostcompaniesapply

generativeAIinawaythatisfocusedonthosewell-known,no-regretmoveslikecontentgenerationor

customercare,withlimitedfocusonnovel,strategicbets.Butasmallerfractionofcompaniestakea

morebalancedview,focusinggenerativeAIonthoseno-regretareas,butalsoputtingsignificantfocus

onstrategicscaledbets.

WhatReinventorsknow:

•GenerativeAIisuniqueinitsabilitytoimpact

theentirevaluechainanddrivebothproductivityandgrowthinawaythatcanresetthe

performancefrontier.

•TheonlywaytousegenerativeAItoachieve

reinventionistoconnectitwithothertechnology.Tochangewhattheydo—theirprocessesand

thewaytheyapproachtalent.Allofit.

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GenerativeAIhasbecomeanextraordinaryforceinenablingreinventionandacceleratingorganizations’progresstowardanewperformancefrontier.

Technologyisthetopleverforreinventionfor

98%oforganizations,withgenerativeAInowseenasoneofthemainleversfor82%ofthoseorganizations.

Wesawthat2023wastheyearofeducationand

experimentationwithgenerativeAI.Movingforward,2024istheyearofstrengtheningthefoundation

forgenerativeAIanddeliveringvalueatscale.An

overwhelmingmajority(97%)ofexecutivesbelieve

generativeAIwilltransformtheirenterprisesand

industries,andwillplayamajorroleintheirstrategiesoverthenextthreetofiveyears.Ofthose,only31%

havealreadymade“significant”investmentsintheir

AIinitiatives,but99%plantoamplifytheirinvestmentinthistechnology.2

ReinventionintheageofgenerativeAI

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>11

TheproliferationofAIinbusiness—generativeAIinparticular—isacceleratingboththepotentialofandtheneedforreinvention.Thisisduetoitscapacitytoalloworganizationstoredefinetheir

reinventionambitions,anditspotentialtodrivefundamentaldisruptionwithineveryindustry.

Acrossalmost700clientengagements,wesee

softwareandplatforms,banking,communicationsandmedia,andlifesciencesasamongthemost

activeindustries.OurclientsaremostfrequentlyapplyinggenerativeAItodayforcontentcreation,ITandassistedsoftwaredevelopment,knowledgeretrieval,andcustomerserviceandcontact

centers.AndReinventorsaregoingfurther,

usinggenerativeAItoreinventmorestrategic

areasofthebusiness.Newcapabilitiesarebeingintroducedatanunprecedentedpace.Across

thetechecosystem,newfoundationmodelsareintroducedalmosteveryweek,leadingtoheightenedclientinterestandadoption.

ReinventionintheageofgenerativeAI

It’shardtooverstatehowsignificantgenerative

AI’scontributiontotheworldmightbe.It

canmakethepreviouslyimpossible,possible

—includingbiggerandbolderreinvention

andformerlyunimaginableopportunitiesfor

productivity,innovation,experiences,decisionmakingandgrowth.Ourmodelingshowsthat44%ofworkinghoursintheUSareinscopeforautomationoraugmentationbyapplyingthe

technology.3Furthermore,generativeAIcan

helpbuildconnectivetissueacrossenterprisesbyunlockingdata,organizationalandprocesssiloesthroughitsabilitytoseamlesslyconnectandprocessalargevolumeofstructured,

unstructuredandevensyntheticdata.

Scaledeploymentsarealreadydeliveringstep-changeresultsasthefollowing

examplesillustrate:

3Mhourssaved

Agovernmentagencyresponsiblyusedthelatesttechnologytodeliverautomationsatspeedandscale,savingthreemillionoperationalhours,

whilehelpingaworkforceofnearly90,000peoplebetterservemorethan20millioncitizens.

16Mcustomerofferings

Abankdelivered16millionhyper-personalizedofferingstocustomerswithinthreemonthsof

buildingagenerativeAI-poweredmarketingsolution.

+10%revenues

Aninsurerreinventedtheentireworkflowof

underwriting—fromautomaticallyroutingemailstocreatinginsurancequotesbasedonpolicyholders’specificneeds—withearlyresultsindicatingthat

arevenueincreaseofupto10%ispossible.

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GenerativeAIispredictedtoenablecompaniestoleapfrogtoday’sleadersoverthenextfiveyears.

AmongTransformers,asmall,highlymotivatedgroupof

"AcceleratedTransformers"planstoapplygenerativeAI

twiceasintensivelyastoday’sReinventors.ThismeansthattheyplantousegenerativeAItoreinventmoreoftheir

functionsandbusinessareasacrosstheenterprise.Thesecompaniesareprojectedtoderiveamuchmoresignificantperformanceimpactfromtheirdeployment.Infact,thesefutureReinventorsareonapathtocatchupandeven

overtaketherevenuegrowthrateoftoday’sReinventorswithinthenextfiveyears(seeFigure3).

Mostexecutivesgraspthescaleoftheopportunitythis

presents;howeveronly15%seegenerativeAIasathreat.Thisasymmetryisconcerning.Organizationsneedto

bereadytocapturethegenerativeAIopportunitybutnotunderestimatehowthistechnologywillupendtheirindustryandcompetitiveadvantage.

ReinventionintheageofgenerativeAI

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>13

Figure3

ReinventionintheageofgenerativeAI

GenerativeAIcanactasacatalystforchange,enablingasubsetofAcceleratedTransformerstoclosethevaluegaptotoday’sReinventors.

IdentifyingAcceleratedTransformers

AcceleratedTransformers1

20%

Expectedconsistentoutperformancevs.industrypeers,2023-26

2xexpectedintensityofapplyinggenAItofundamentallyreinventhowtheyoperatevs.today’s

Reinventors(basedon#ofbusinessareasimpactedandperformance

impactinthoseareas)2

80%

OtherTransformers

FinancialvaluegapbetweenReinventorsandAcceleratedTransformers3

Indexedrevenuegrowth(2019=100)

Reinventors(n=136)AcceleratedTransformers(n-243)

240

220

200

180

160

140

120

100

Expected

+18pp

Revenuegrowthgapby2022

+7pp

Revenuegrowthgapby2026

2019202020212022202320242025202620272028

1)Identifiedbasedonexpectedoutperformancevs.industrypeersfrom2023-26.2)Measuredbasedonthenumberoffunctions/businessareasexpectedtobefundamentallyreinventedusinggenAIandtheextentofperformanceimpactinthoseareas.3)2019-22=CAGRbasedonactuals.2023-26=self-reportedexpectationsstress-testedvs.analystexpectations.Source:Accenturereinventionsurvey,Oct-Nov2023.Samplesize:Total,1,500;Reinventors,136;AcceleratedTransformers,243.

ReinventionintheageofgenerativeAI

Thepictureof

successandhowtoachieveit

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ReinventionintheageofgenerativeAI

01/

CompaniesmustbeabletousegenerativeAItoreinvent.Itisbynomeanstheonlytechnologyandwillnotbethelasttechnologybreakthrough.Itiscleartous,however,thatitistablestakesfor

success,andcompanieswillcompeteonhowfasttheyareabletoharnessanddeployittocreatematerialvalue.Thisisarealitythatnoteveryonehasyetembraced.Theywill.

Successwillrequireanobjective,unemotionalapproachbyeveryCEOandherorhisteamtoassesswheretheyaretodayintheir

competitiveset,andthensystematicallyexecuteareinventionstrategywithfiveimperativesthatcanbebroadlyapplied.

HerewedescribethemonlyinthecontextofgenerativeAIwithclientexamples.

Notethattoday,wegenerallyfindclientsattheC-suitefocusedonleadingwithvalueandtalent.ThereisnotenoughunderstandingofthedigitalcorebeyondtheCIO,andweseeagapinfocus,

investmentandspeedonresponsibleAI.Generally,onlyReinventorsareembracingcontinuousreinventionastheirstrategyandbuildingthecapabilitiestoenableitwithurgency.

Leadwithvalue

02/

UnderstandanddevelopanAI-enabled,securedigitalcore

03/

Reinventtalentandwaysofworking

04/

ClosethegaponresponsibleAI

05/

Drivecontinuousreinvention

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01/

Leadwithvalue

Shiftthefocusfromsiloeduse-casestoprioritizingbusiness

capabilitiesacrosstheentirevaluechain,basedonanobjectiveassessmentofthebusinesscase,enterprisereadinessandthecorrespondingreturnoninvestment.

Companiescanpursueinvestmentsintwocategories:table-stakesinvestmentsthatofferproductivityimprovementsandstrategicbetsthatoffertrulynovelcompetitiveadvantageincludingreshaping

howindustriesoperate.Forthosewithoutastrongdigitalcore,thefirstoptionwillbeamustdo,leveraginggenerativeAIbuiltinto

theirexistingplatformswhiletheyrapidlyacceleratetheirdigital

corebuildout.Forthosewithastrongdigitalcore,theywillneedtoevaluatethepaceofboth—thereisno“easy”buttontoapply

generativeAI,whetheritisforproductivityormorestrategicuses.

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Actions

•Understandthepotentialtoreinventyourvaluechainanddevelopend-to-endbusinesscapabilitiespoweredby

generativeAIandnewwaysofworking.Beintentionalinexecutingontheroadmapversusthemorecommon

function-by-functionfocusonindividualusecasesweseeatmanyclients.

•Bevalue-ledineverybusinesscapabilityyouchooseto

reinventwithgenerativeAI.ToomanyclientshavepilotsandproofsofconceptswithnoC-suiteapprovedmechanismto

evaluatebusinessvalue.Wehaveseenthismoviebefore.Rapidinterventionsareneededtomovefromhypetomaterialvalue,andchoicesneedtobemade.

•Identifystrategicbetswherethetechnologycreates

differentiatedsourcesofvaluethatcan’tbeeasilycapturedbycompetitors.Evaluatewhetheryoucanachieveyourstrategyorareatriskofyourcompetitorsgettingtherefirstbecause

yourdigitalcoreororganization,includingtalent,isnotready.Thenplanaccordingtowhereyouare.

•Reorientyourorganizationfromsiloedfunctionstoend-to-endbusinesscapabilitiesanddecisionmakingthroughaunified

dataarchitectureandcross-functionalteams.Thiswillenableyoutounlockopportunitieswithinthevaluechainandopennewvaluepoolsfortheenterprise.

ReinventionintheageofgenerativeAI

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ReinenvetionintheageofgenerenerativeAI

REINVENTIONINACTION

Roche:Dissolvingboundariestodeliverdata-drivencancercare

Today,thecombinationofnewdevelopmentsinscience,dataandAIhavecreatedthepotentialforcaretobetailoredtoeachperson.

Butrealizingthispotentialrequiresanewwayofworkingthatbreaksdownbarriersacrossthelifecycleofcarethatapatientreceives.

Healthcareprofessionalstypicallyhaven’tbeenabletoaccessallthepatientdatatheyneed

becauseithasbeenspreadacrossdifferentsystemsthataren’tintegrated.Rocheistackling

thischallengebybuildingplatformsthataggregatedatafromdisparatesources.Onesuch

platformisitsoncologyhub,whichsecurelymakessenseofpatientdatafromvarioussources

andservesasacentralworkspacewhereclinicianscancollaborate.Thishubenablesphysicianstogetpatientsintotreatmentfaster,inafieldwheretimecansavelives.

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>18

Understandanddevelopan

AI-enabled,securedigitalcore

02/

Investintechnologythatrunsseamlesslyandallowsforcontinuouscreationofnewcapabilities.

GenerativeAIrequiresafundamentallydifferententerprise

architecture.Dataismorefluidandunstructuredandsyntheticdatabecomemoreimportant.That'swhy67%ofReinventorsbelieve

theircompanieswillneedtomakesignificantchangestotheirdatastrategytomakethebestuseofgenerativeAI.Withnewfoundationmodelsbeingreleasedeveryweek,companiesneedtousethe

rightmodelstosupporteachcapability.AI-readyapplicationswithaflexiblearchitectureopenaccesstoarangeoffoundationmodelsinpartnershipwithecosystems.Reinventorsprioritizetheirdigital

coreasakeycompetency.Relativetotherestoftheorganizationswesurveyed,1.8timesmoreReinventorshaveabest-in-classdigitalcorecapability,andReinventorsare9timesmorelikelytoinvestinremediatingtechnicaldebt.

ReinventionintheageofgenerativeAI

Actions

•Understandwhat“digitalcore”meansforyouandlook

atyourtechnologyobjectivelytounderstandwhere

yourdigitalcoreis—relativetotheindustry,andmost

important,relativetowhatisneededtousegenerativeAI.Makeaplanfromtherethatistiedtothebiggestpotentialtowininreinventionbasedonwhereyouare.

•UnderstandwhatadataandgenerativeAIbackboneis,andwhatitwilltaketobuildit.

•EnsureyourCIOisembeddingcybersecuritypractices

earlyinthelifecycleacrosstechnologyandthatyouhaveastrongsecurityculturetoprioritizeresiliency.

•Understandyourcurrenttechnologyandadvisory

ecosystem,andrefreshyourstrategyonhowyouwillworkwiththemtocompressthereinventioncycle.Consider

whetheryouhavetherightrisksandrewardsrelationship.Challengewhetheryoucanco-createmorewithpartnerstogofaster.

•Rigorouslymeasuretheprogresstowardensuringmorethan50%ofyourtechnologyinvestmentsaretoward

buildingthenew.

ReinenvetionintheageofgenerenerativeAI

REINVENTIONINACTION

SoutheastAsiannationaloilcompany:Simplifyingvolumesofdata

Likemanyothersintheoilandgasindustry,thisSoutheastAsiannationaloilcompanyhashugevolumesofdataindifferentformats,andgeneratesmoredaily.

Withnoefficientwaytoaccessandsearchitsdata,decision-makingwasonlygettingslower,whiletheriskofaccidentsduetomissingdatapointskept

growing.Stayingontopofpipelinemaintenanceandrepairswastime-consuming,astechniciansandengineershadtocombthroughpagesandpagesofhistoricaldocumentstopredictwhereissuesmaycomeup.

Aftertakingaholisticlookattheissues,thecompanydeployedgenerativeAI

andcognitivesearch,andcannowrealizethetruevalueofitsdataanddrivenewgrowth.Itsnewknowledgebaseincorporatesmorethan250,000documents

withstructuredandunstructuredinformation,surfaceswhateverinformation

theuserislookingforandconvertsitintothedesiredformat.Onthefrontend,anewsearchenginesimplifiesandacceleratesthewaypeoplefindimportant

information,allowingthemto“chat”withthecompany’sdatatofindwhatthey

needinaquickandconversationalway,speedingupdecision-makingandgivingpeopleconfidencetoact.

Thespeedatwhichtherightinformationcannowbeaccessedisalsohelping

avoidequipmentdowntimeashistoricaldatacanbeaccessedalmostinstantly,likefindingouthowlongit’sbeensinceapieceofequipmentwasserviced

orhadafault.It’salsospeedinguponboardingbyreplacingdenselogbooks

withasimplesearchenginetoteachcomplexknowledge.Ultimately,thenew,

integratedsetupmakesinformationdiscoverablewithminimaleffort,automatestheknowledge-gatheringprocessfordifferentrolesacrosstheorganizationandhelpsreduceaccidents.

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03/

Reinventtalentand

waysofworking

Setandguideavisionforhowtoreinventwork,reshapetheworkforceandprepareworkersforagenerativeAIworld.

Oneofthemostlikelyreasonscompanieswillfailtosucceedwith

generativeAIistheirinabilitytoreachclarityfastenoughonhowworkneedstobereinventedandreshapetheworkforceaccordingly.This

willrequireanewkindofHRthatsupportsaskills-basedHRand

continuouslearningacrossalllevelsoftheworkforce,includingthe

C-suite.Anotherreasonisacommonlackofcorecompetenciesin

change,aswellasinfocusingonhowtounlockthepotentialofpeople.Theserequireustoputpeopleattheheartofchange.Anditwillmeanleaderswithdiff