Depois de todo o hype sobre a inteligência artificial (AI), é difícil encontrar o valor. CEOs have authorized investments, hired talent, and launched pilots—but only 22% of companies have advanced beyond the proof-of-concept stage to generate some value, and only 4% are creating substantial value, according to new BCG research.
Our new report yields important insights into what AI leaders are doing to drive real value from the technology, where others fall short, where the value is coming from, how individual sectors are performing, and how As empresas podem mudar suas próprias trajetórias de IA.
Quem são os líderes e o que eles estão fazendo? As empresas das duas últimas categorias - os líderes - não são nativos digitais exclusivamente. Mais da metade das empresas nas categorias de líderes são incumbentes que fortaleceram suas capacidades e as usam para gerar maior produtividade, aumentar a receita e até a vantagem competitiva. fluxos.
When it comes to AI, including generative AI (GenAI), companies across all sectors fall into four categories that range from not doing much (25%) to still focusing on proof of concepts (49%) to scaling value (22%) to operating value engines (4%). Companies in the latter two categories—the leaders—are not exclusively digital natives. More than half of the companies in the leader categories are incumbents that have strengthened their capabilities and are using them to drive greater productivity, increased revenue, and even competitive advantage.
Leaders differentiate themselves from other companies in six ways:
- They focus on core business processes and support functions, seeking to deploy AI for productivity, to reshape processes and functions, and to invent new revenue streams.
- They are more ambitious, setting big targets ($1 billion in productivity improvements at a financial institution, for example, or $1 billion in combined revenue increases and cost reductions at a biopharma firm) and investing in AI and workforce enablement .
- Eles investem estrategicamente em algumas oportunidades de alta prioridade para dimensionar e maximizar o valor da IA. Raciocínio qualitativo e conectando outras ferramentas e plataformas. incluindo exemplos de como os líderes estão usando a IA para inovar e superar a concorrência. Inscreva -se
- They integrate AI in both cost reduction and revenue generation efforts.
- They focus their efforts on people and processes over technology and algorithms.
- They have moved quickly to focus on GenAI, which opens opportunities in content creation, qualitative reasoning, and connecting other tools and platforms.
Read Chapter 1, including examples of how leaders are using AI to innovate and outperform the competition.
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Onde está o valor? Eles esperam que seu ROI das iniciativas de IA em 2024 duplique mais do que o que outras empresas esperam da deles. (Veja a exposição.) Eles também estão colhendo sucesso em várias funções. Analisamos onde empresas de diferentes setores estão alcançando resultados positivos de IA em uma ampla gama de funções, do serviço ao cliente a P&D às operações e compras.
Leaders expect to generate significant value—45% more in cost reduction and 60% more in revenue growth than other firms. They expect their RoI from AI initiatives in 2024 to more than double what other companies expect from theirs.
Leaders are generating 62% of the value of AI in core business processes. (See the exhibit .) They are also reaping success across multiple functions. We look at where companies from different sectors are achieving positive results from AI across a wide range of functions, from customer service to R&D to operations and procurement.
Leia o capítulo 2, Incluindo nossa avaliação do valor nos processos de negócios principais.
O que você pode fazer? Os líderes apontam o caminho seguindo um manual de sete etapas:
Most companies need an effective action plan to create value from AI. Leaders point the way by following a seven-step playbook:
- Defina um compromisso estratégico ousado do topo. Journey.
- Maximize the potential value of AI with initiatives that include streamlining everyday business processes, transforming entire business functions, and developing new offerings.
- Implement one to three high-value, easy-to-implement initiatives to fund the journey.
- Verifique se a infraestrutura mínima viável necessária para essas iniciativas existe. responsável.
- Perform an AI maturity assessment to baseline current critical capability gaps versus peers.
- Ensure that implementation governance focuses on people and processes over technology and algorithms.
- Set up guardrails to deploy AI responsibly.
Leia o capítulo 3 Sobre como você pode maximizar o valor da IA, independentemente de onde sua empresa está hoje. Nicolas de Bellefonds
