Generative AI promises to fuel revolutionary innovation and transformative growth. But driving change demands personal intervention.
What does that mean for CEOs? It starts like any other major transformation—defining what the enterprise wants to achieve, ensuring those goals are tightly coupled with strategy, and defining actionable next steps.
Tactics are where things start to get tricky. In each area of the organization, leaders need to assess where work can be streamlined and augmented—and how generative AI can be used to deliver greater value every day. Data is an essential piece of the puzzle, but differentiating insights can only come from a human mind.
That’s where the augmented workforce comes in. As AI ups its IQ, CEOs must rethink how work gets done. With generative AI assistants, employees can work faster—and fill multiple roles. Rather than playing a single instrument, each employee can conduct an orchestra.
The key is selecting use cases that drive value—and not spreading the organization too thin. Rather than looking broadly at applications and opportunities, CEOs should ask how generative AI can help solve the company’s biggest problems today.
Employee experience. Customer service. Application modernization. Wherever transformation hits a stumbling block, generative AI may be able to clear the way.
Of course, any transformative technology comes with its own risks. The proper oversight will be needed to correctly identify, quantify, and manage the risks that arise from adopting generative AI. However, 60% of organizations are not yet developing a consistent, enterprise-wide approach to generative AI.
To keep transformation efforts focused—and produce innovations that will deliver business value—CEOs need to understand where generative AI is poised to make the biggest impact. But no matter how you choose to apply generative AI to people, operations, and data and technology, some truths remain constant. As you explore the following 12 chapters, packed full of potential applications and action items, keep three fundamentals of enterprise transformation top of mind:
You are still the decider. Despite advances in technology with the potential to inform decision-making, critical strategic decisions must still be made by strong leaders. In fact, 90% of CEOs expect their C-suite team to shape their organization’s adoption of generative AI. How this technology is implemented will amplify the good, the bad, and the ugly when it comes to governance, organizational culture, skills and capabilities, and technical maturity.
Indecision will destroy speed to scale. The experimentation phase for generative AI leaders will be short and intense, with 74% of executives reporting that generative AI will be ready for general rollout in the next three years. Waiting until you have all the answers can eliminate your advantage—and give your competitors an edge.
The next chapter remains unwritten. More than four in five executives say generative AI will reinvent how their organization works. This disruption creates dramatic new opportunities to make meaningful changes to capabilities and roles. But while generative AI changes what you can do, it should not change who you are.
We know you have questions about what comes next. What do you really need to know about generative AI—and what do you need to do today to stay ahead of the curve? Read on to learn how generative AI can redefine your customer and employee engagement strategies, accelerate enterprise transformation with data-driven tech, and build resilient operations for a future defined by disruption and change.
Generative AI promises to fuel revolutionary innovation and transformative growth. But driving change demands personal intervention.
What does that mean for CEOs? It starts like any other major transformation—defining what the enterprise wants to achieve, ensuring those goals are tightly coupled with strategy, and defining actionable next steps.
Tactics are where things start to get tricky. In each area of the organization, leaders need to assess where work can be streamlined and augmented—and how generative AI can be used to deliver greater value every day. Data is an essential piece of the puzzle, but differentiating insights can only come from a human mind.
That’s where the augmented workforce comes in. As AI ups its IQ, CEOs must rethink how work gets done. With generative AI assistants, employees can work faster—and fill multiple roles. Rather than playing a single instrument, each employee can conduct an orchestra.
The key is selecting use cases that drive value—and not spreading the organization too thin. Rather than looking broadly at applications and opportunities, CEOs should ask how generative AI can help solve the company’s biggest problems today.
Employee experience. Customer service. Application modernization. Wherever transformation hits a stumbling block, generative AI may be able to clear the way.
Of course, any transformative technology comes with its own risks. The proper oversight will be needed to correctly identify, quantify, and manage the risks that arise from adopting generative AI. However, 60% of organizations are not yet developing a consistent, enterprise-wide approach to generative AI.
To keep transformation efforts focused—and produce innovations that will deliver business value—CEOs need to understand where generative AI is poised to make the biggest impact. But no matter how you choose to apply generative AI to people, operations, and data and technology, some truths remain constant. As you explore the following 12 chapters, packed full of potential applications and action items, keep three fundamentals of enterprise transformation top of mind:
You are still the decider. Despite advances in technology with the potential to inform decision-making, critical strategic decisions must still be made by strong leaders. In fact, 90% of CEOs expect their C-suite team to shape their organization’s adoption of generative AI. How this technology is implemented will amplify the good, the bad, and the ugly when it comes to governance, organizational culture, skills and capabilities, and technical maturity.
Indecision will destroy speed to scale. The experimentation phase for generative AI leaders will be short and intense, with 74% of executives reporting that generative AI will be ready for general rollout in the next three years. Waiting until you have all the answers can eliminate your advantage—and give your competitors an edge.
The next chapter remains unwritten. More than four in five executives say generative AI will reinvent how their organization works. This disruption creates dramatic new opportunities to make meaningful changes to capabilities and roles. But while generative AI changes what you can do, it should not change who you are.
We know you have questions about what comes next. What do you really need to know about generative AI—and what do you need to do today to stay ahead of the curve? Read on to learn how generative AI can redefine your customer and employee engagement strategies, accelerate enterprise transformation with data-driven tech, and build resilient operations for a future defined by disruption and change.
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