Accenture+人工智能成熟的艺术-北美视角

The

art

of

AI

maturit

yAdvancingfrom

practiceto

performanceNorthAmericaFrom

insights

to

action,the

path

to

extraordinary

value

startshere.ContentsForewordExecutivesummaryAImaturiW

hy

itmaAImaturiWhat

it

isAI

Achievers

How

AIPracticemakesAppendixadvanceAchieversfrompractice

toperformancemaster

their

progresscr03060409

14

18

30

35e

artof

AImaturi2TheartofAImaturity–NorthAmericaperspectiveForewordToday,

AIisessentialtogainingacompetitiveadvantageinthemarketplace.That’s

especiallytrueinNorthAmerica,whichledtheglobalAImarketlastyear,

accountingfor

about43%oftheoverallrevenue—anumberthatisAndwhilecurrentlyonly7%ofdesigns,precisionsurgeries,andtheuseofalgorithmstoimprove

diagnosesandtreatments.Inretail,computervisionthatusescamerastoautomateinventorymanagementwillrevolutionizetheshoppingexperiencefor

brandsandconsumersalike.Thequestionnow,

for

enterprisesinallsectors,is:Howwillyou

useAItodifferentiateyourbusiness?organizationsinNorthAmericaare

AIAchievers,thereare

tremendousgrowthopportunitiesonthehorizon.Already,

theAIindustrylandscapeisshifting.Theanswerwilleitherleadcompaniestobuildthefutureorultimatelyplaybysomeoneelse’s

rules.estimatedtotripleby

2024.

AsenterprisesInFebruary2019,

theUSgovernmentlaunchedtheAmericanAIInitiativeasthenation’s

strategyfor

promotingleadershipinartificialintelligence.Aspartofthisinitiative,federalagenciesattemptedtofosterpublictrustin1gainconfidenceinAIasavaluedriver,itwillbefullspeedahead:ThepaceofAItransformationisexpectedtobe16monthsfasterthandigitaltransformation.What’s

more,

we

foundthattheshareofcompanyrevenuethatwas“AI-influenced”morethandoubledbetween2018and2021.Thatpercentageisexpectedtoroughlytripleby

2024.

Andwhilethereisnoone-size-fits-allapproach,today’sAIAchievershave

setthestandardforcompanieswillingtoadvanceandinvestintheirAImaturity.Inthisreport,we

reveal

thesecretsbehindtheearlysuccessof“AI

Achievers.”Thesecompanieshave

foundationalAIcapabilities,suchascloudplatformsandgovernancestructures,thatprovidecompetitivedifferentiation.AIAchieversalsohave

strongC-suitesponsorshipfortheirAIstrategiesandsupportacultureofinnovation.AI-basedsystemsby

establishingguidelinesfor

itsdevelopmentandreal-life

implementationacrossdifferentindustrialsectors.Inresponse,severalfinancialinstitutionshave

switchedovertomonitoringtransactionswithAI.TheUShealthcarehasalsoincreaseditsuseofAIandisattheforefront

ofdrugdiscovery,medicaldiagnostics,bio-engineeringArnabChakrabortySeniorManagingDirector,NorthAmericaLead,AppliedIntelligencee

artof

AImaturi3Executive

summaryInfewer

than

70

years,

artificialintelligence

(AI)

hasevolvedfrom

ascientific

concept

to

asocietal

constant.7%Computer

scientist

John

McCarthycoined

the

term

“artificial

intelligence”in

1955,

proposing

that

“every

aspect

oflearning

can

in

principle

be

so

preciselydescribed

that

a

machine

can

be

madeDespitetheseever-expandingusecases,whenitcomestomakingthemostofAI’sfullpotentialandtheirowninvestments,mostorganizationsare

barelyscratchingthesurface.That’s

trueeveninestablishedtechmarkets,accordingtoAccenture’sextensiveanalysisofapproximately1,200companiesglobally.ThisjourneytoAImaturityhasbeeninhighgearfor

yearsbecausethebusinesscaseisclear.

Pre-pandemic(2019),AIAchieversalreadyenjoyed50%greaterrevenuegrowth,onaverage,

comparedwiththeirpeers.Andin2021,amongexecutivesoftheworld’s

2,000

largestcompanies(bymarketcapitalization),thosewhodiscussedAIontheirearningscallswere

40%morelikelytoseetheirfirms’sharepricesincrease—upfrom23%in2018,

accordingtoouranalysis.7

5%of

firms

are

stilltesting

the

AI

waters.of

firms

have

advancedtheir

AI

maturito

simulate

it.”2to

achieve

superiorperformance

and

growth.Ifthatseemedastretchbackthen,itfeelsalmostinevitabletoday.

Somuchofwhatwe

takefor

grantedinourdailylivesstemsfrommachinelearning.Every

timewe

useawayfindingapptogetfrompointAtopointB,usedictationtoconvertspeechtotextorunlockyourphoneusingfaceID,

we’re

relyingonAI.Andcompaniesacrossindustriesare

alsorelyingon—andinvestingin—AI

todrivelogistics,improvecustomerservice,increaseefficiency,empoweremployeesandsomuchmore.For

example,NorthAmericaledtheglobalAImarketin2021,accountingfor

about43%oftheoverallrevenue.Butonly7%offirmsintheregionarewhatwe’d

call“AI

Achievers”—meaningthey’veadvancedtheirAImaturityenoughtoachievesuperiorgrowthandbusinesstransformation.Fewer

thanoneinfive

(18%)

firmsinNorthAmericaaresomewhatadvancedintheirlevelofAImaturity,

whiletheremaining75%

(themajority)are

stillmostlytestingthewaters.e

artof

AImaturi4WhatdoAIAchievers

dodifferently?Whilethere’s

clearlysciencebehindAI,ourfindingssuggestthereisanarttoAImaturity.AIAchieversare

notdefinedby

thesophisticationofany

onecapability,

butby

theirabilitytocombinestrengthsacrossstrategy,

processesandpeople.Hereare

five

ways

AIAchieversmastertheircraft:1.

TheirtopleaderschampionAIasastrategicpriorityfor

theentireorganization.2.

TheyinvestheavilyintalenttogetmorefromtheirAIinvestments.3.

TheyindustrializeAItoolsandteamstocreateastrongAIcore.4.

TheydesignAIresponsibly,

fromthestart.5.

Theyprioritizelong-andshort-termAIinvestments.OurownmachinelearninganalysismodelssuggestthattheshareofAIAchieversinNorthAmericawillincreaserapidlyandsignificantly,nearlytriplingfromthecurrent7%to20%by

2024.Inshort,advancingAImaturityisnolongerachoice.It’s

anopportunityfacingeveryindustry,

everyorganizationandeveryleader.e

artof

AImaturi5e

artof

AImaturiAImaturity:

W

hy

itmattAImaturity:Why

itmattersFigure

1:We

project

that

AItransformation

willtake

lesstime

than

digitaltransformationere

isagrowing

consensus

that

AIisabsolutelyessential

to

competitive

advantage.So,

it’s

nosurprisethatin2021,46%ofCEOs(oftheworld’s

2,000

largestcompaniesby

marketcapitalization)mentionedAIontheirearningscalls.3InNorthAmerica,thecompaniesleadingtheway

are

alreadyseeingtheresults—51%saidthatthereturnontheirAIinitiativesexceededtheirexpectations,whileonly0.4%

saidtheROIfell

shortofexpectations.Moredirectly,

oursurveyofmorethan1,600

C-suiteexecutivesanddata-scienceleadersfoundthatnearly75%

ofcompanieshave

integratedAIintotheirbusinessstrategiesandreworked

theircloudplanstoachieveAIsuccess.AI,acceleratedWithearlysuccessesbuildingconfidenceinAIasavaluedriver,

we

estimatethatAItransformationwillhappenmuchfasterthandigitaltransformation—16monthsfaster,

onaverage(Figure1).Andcompaniesare

puttingthoseplansintopractice:Globally,

aboutone-quarter(26%)ofallAIpilotinitiativesaresubsequentlyscaledtodeliverwide-rangingoutcomes,fromacceleratingR&Dtimelinesfor

newproductstoenhancingcustomerexperiences.Source:

AccentureResearchNote:

Ourestimateisderivedfromanaturallanguageprocessinganalysisofinvestorcallsoftheworld’s

2,000

largestcompanies(bymarketcap),from2010to2021,thatreferenced“AI”and“digital”

intandemwith“businesstransformation,”respectively.

DatawassourcedfromS&Pearningstranscripts.e

artof

AImaturi7Thereisgreatincentivetomove

quickly.

We

found,forexample,thattheshareofcompanies’revenuethatis“AI-influenced”

inNorthAmericamorethandoubledbetween2018and2021,andisexpectedtoroughlytriplebetween2018and2024

(Figure2).Figure

2:Evolution

of

companies'

AI-influenced

revenue

share

from

2018

to

2024*Giventheevidence,it’s

easytoseewhy

companiesplantoincreaseandacceleratetheirAIinvestments.In2021,Achieversintheregiondevoted25%

oftheirtotaltechnologybudgetstoAI.By2024,

theyexpecttodevote31%.Source:

AccentureResearchNote:*2024

=projected*Definitionof“AI-influenced”

revenues:a.SalesofexistingproductsandservicesmadepossiblethroughbetterAI-driveninsightsoncustomers,supplychain,channels;b.

Salesofnewproductsandservicesmadepossibleby

human+AI,c.

HigherpricesthroughdynamicpricingMLalgorithms.Thesesalesincludesomecannibalizationandnetnewrevenues.Incontrast,thisdefinitionisexcludinghigherefficienciesinproductionoperationsthankstoAI.e

artof

AImaturi8e

artof

AImaturiAImaturity:

WhatitisAImaturity:WhatitisIfmost

organizations

are

racing

to

embrace

AI,why

aresome

seeing

more

value

than

others?AImaturi

measures

theTo

uncoverstrategiesfor

AIsuccess,AccenturedesignedaholisticAI-maturityframework.Fittingly,

ouranalysisitselfwasconductedusingAI.We

appliedmachinelearningmodelstounravelmassivesurveydatasetsanduncoverdriversofAImaturitythatwouldhave

beenimpossibletodetectusingmoretraditionalanalyticalmethods(moreonthemethodologyappearsintheAppendix).givecompaniesastrongcompetitiveadvantage.(Seepages37

and38for

keycapabilitydescriptions.)degree

to

which

organizationsh

ave

mastered

AI-relatedcapabilities

inthe

rightcombination

to

ach

ieve

highperformance

for

customers,shareholders

and

em

ployee

s.FoundationalAIcapabilities—likecloudplatformsandtools,dataplatforms,architectureandgovernance—arerequiredtokeeppacewithcompetitors.Butthoseare

incompletewithout“differentiation”

AIcapabilities,likeAIstrategyandC-suitesponsorship,combinedwithacultureofinnovationthatcansetcompaniesapart.OurresearchfoundthatAImaturitycomesdowntomasteringasetofkeycapabilitiesintherightcombinations—notonlyindataandAI,butalsoinorganizationalstrategy,

talentandculture.Together,

thesecapabilitiese

artof

AImaturi10Thecompaniesthatscoredbestinbothcategoriesare

theAIAchieversanddeliverhighperformanceforcustomers,shareholdersandemployees.Meanwhile,AIBuildersshowstrongfoundationalcapabilitiesandaveragedifferentiationcapabilities,andAIInnovatorsshowstrongdifferentiationcapabilitiesandaveragefoundationalcapabilities.Achievers,BuildersandInnovatorscollectivelyrepresentjust25%

ofsurveyedorganizations(Figure3).Figure

3:Only

7%of

organizationsare

AIAchievers10%7%vs.

13%

(Global)vs.

12%

(Global)CompaniesstrugglingtomaterializetheirAIstrategyCompaniesthatarecapitalizingthepower

of

AI

bybuildingon

strong

foundation

anda

differentiatedstrategyAfourthgroupwe’re

callingAIExperimenters—thosewithaveragecapabilitiesinbothcategories—makeupthemajority(75%)ofthosesurveyed.Achievers,BuildersandInnovatorstendtohave

moreresources(suchastechnology,

talentandpatents)thanExperimenterstodeliverontheirAIvisionsandtotransformtheirorganizations.Examplescanbefoundacrossawiderangeofindustries:healthcare,financialservices,life

sciences,utilities,retail,energyandmore.7

5%vs.

63%

(Global)8%vs.

12%

(Global)Themarjorityof

companieswithoutstrong

AI

foundationsandclearAIstrategyCompanieswithstrongAI

foundations

butuncleardifferentiationstrategyEven

so,

only7%oftheworld’s

2,000

largestfirmsbymarketcapcanbeclassifiedasAchievers.Thissuggeststhatevenwithstrategicinvestments,largefirmsmaystruggletomakethelargefoundationalandculturalshiftsneededtobecomeAIAchievers.AIcapabilitiesidentified

as

key

driversto

achieve

atleast10%

AI-influenced

revenueSource:

AccentureResearch.e

artof

AImaturi11AI,appliedFigure

4:Levels

of

AImaturiWhileindustriesliketechare

currentlyfar

aheadintheirrespectiveAImaturity,thegapwilllikelynarrowconsiderablyby2024

(Figure4).AutomotiveisbettingonabigsurgeinsalesofAI-poweredself-drivingvehicles.Aerospaceanddefensefirmsanticipatecontinueddemandfor

AI-enabledremotesystems.RetailwillkeepraisingthebarofcustomerexperiencewithAI.Andthelife

sciencesindustrywillexpanditsuseofAIinefficientdrugdevelopment.Still,thereisenormousroomfor

growthinAIadoptionacrossallindustriesandanenormousopportunityfor

thoseorganizationsthatchoosetoseizeit.For

industrylaggardslikefinancialservicesandhealthcare,arangeoffactorsmaybecontributingtotheirrelativelylowAImaturity—includinglegalandregulatorychallenges,inadequateAIinfrastructureandashortageofAI-trainedworkers.Source:

AccentureResearchNote:

*2024

=estimatedscores.Industries’AImaturityscoresrepresentthearithmeticaverageoftheirrespectiveFoundationalandDifferentiationindex.NorthAmerican=373.e

artof

AImaturi12AI,appliedacrossindustries•A

large

chemicals

and

energy

firmisusingdronesandAI-powered•

DuringtheCOVID-19

pandemic,a

major

apparel

company’s•A

leading

US

utility

company

isusingAItodeployzero-emissionvehiclestomitigatetheeffectofclimatechangeandpollution,andmeettheirsustainabilitygoals.Withacloud-baseddigitaltwinmodelandAI-driveninsights,thefirmcandeterminethehighest-emittingvehiclesinspecificcommunitiesandthenrecommendzero-emissionvehiclereplacements.•A

large

social

services

organizationbasedintheUSusedAItobetterunderstandthefactorsaffectingtheflow-throughratesoftheirprogramsandtakeinformeddecisionsonhousingfundingdistributionandyouthallocation.AnAI-baseddigitaltwinprocessenginewasusedtoexecutesimulationsindifferentscenariosandgenerateactionableinsights,whichhelpedthemdevelopastrategyandmakehousingsurveillancetomonitoritsequipmentandremotelocations.Theupshot:Morefrequentinspectionsatlowercosttothecompanyandfewer

safetyrisksfor

itsmaintenanceworkers.e-commerce

business

grewrapidly—itnowmakesupmorethan50%oftheirtotalrevenue,upfrom15%.

TheyusedAItodrivea60%improvementandreductioninsplitshipments.Theyaddedmillionsannuallytothebottomlineandimprovedthecustomerexperience.•A

leading

solar-panel

installer

isusingsatellitephotosanddeep-learningalgorithmstocreatefullyautomatedrooftopinstallationplansandpriceestimates.Inadditiontoofferingendcustomersanindustry-firstabilitytoself-designtheir•A

major

US-based

beverage

bottlerusedAItoconsolidatedatasourcesandmeasuretheeffectofpromotionsondifferentretailersandmarkets,boostingthebottler’s

annualsalesby

3%.availablefor

themostvulnerablepeopleinthesociety.systems,thecompanyexpectsitsAI-leddesigneffortstoultimatelylowerthefirm’s

salescostsby

25%.13e

artof

AImaturie

artof

AImaturiAI

Achievers

advance

frompractice

to

per

formanceAIAchievers

advancefrompracticetoperformanceFigure

5:AIAchievers

outperform

innearly

allcapabilitiesAchieversBuildersInnovatorsExperimentersAIAchievers

thrive

when

it

comes

to

traditionalperformance

metrics.MasteryofmultitaskingPre-pandemic(2019),AIachieversgloballyalreadyenjoyed50%greaterrevenuegrowth,onaverage,

versustheirpeers.Andtoday,

they’re

3.5

timesmorelikelythanExperimenterstoseetheirAI-influencedrevenuesurpass30%oftheirtotalrevenues.Whencomparedwithallothergroups,AIAchieversdemonstratehighperformanceby

combiningstrengthsacrossstrategy,processesandpeople(Figure5).Bycomparison,Innovatorstypicallyexcel

atsecuringseniorsponsorshipandembracetrainingfor

allemployees,buttheylackthefoundationalcapabilitiesrequiredtosupportAIatscale.Builders,ontheotherhand,excel

atcreatingdataandAIplatforms,buttheytendtobeweakeratcultivatingAIfluencyandtheinnovationculturethatisneededtodriveadoption.Thesecompaniesare

goingaboveandbeyond,deployingAIsolutionstosolveproblems,spotopportunitiesandoutperformthecompetition.What,exactly,

setsAIAchieversapart?Source:

AccentureResearchNote:Eachcuberepresentsoneofthe17key

capabilities.ThecubeishighlightedwhentheAIprofileisoutperformingagainstpeers(higherthantheaverageacrossallcompaniesintermsof%ofcompaniesreachingthematurelevel).e

artof

AImaturi15Turning

pilotsintoproductionFigure

6:Achievers

excel

at

turningAIpilots

into

productionAchievershave

largelymoved

beyondtheAIinvestment“tippingpoint,”

goingfromexperimentingwithnewAIinisolationtoapplyingAIatscaletosolvecriticalbusinessproblems(Figure6).AchieversinNorthAmericaare

5%morelikelytoscaleAIpilotsacrosstheenterprisecomparedwithExperimenters.40455055HRSupply

ChainProductionTake

productdevelopmentasanexample:Procter&

Gamble

(P&G)

uses“explainable

AI”algorithmstoharnessitsproprietarydataandformulationmodels,andrecommendproductimprovements.If,

for

example,thecompanywantstoincreasethefoam

initsdishwashingliquidwithoutchangingtheprice,in-housesoftwaredeveloperscannowaskAItorecommendareplacementingredient.Andifthatnewingredientmodifiestheliquid’scolor,

developerscantheninstructtheAItosearchfor

anewingredient—andsoonandsoforth.IT

SecurityLegal

RiskProcurementProduct

DevelopmentCustomerNA

AchieversNA

ExperimentersNA

AverageFinance4547P&G

alsoreliesonAItogenerateproductformulationsthatare

morelikelytoperformasexpected,resultinginlessphysicaltestingofnewproducts.Thepayoffislowerproductdevelopmentcosts,aswellastheabilitytobettertailorproductsfor

specificmarketsandlaunchthemfaster.Global

n

=

1286;

North

America

n

=

373Source:AccentureResearchNote:Score0-100,

rangingfrom0=AIusecasenotstarted,50=AIuseinearlystage,100=havingAIprogramsinplaceforfullproductization.Thechartshowsthedifferenceintermsofaveragescorefor

AIusecasesofdifferentfunctions,betweenAchieversandotherfirms.Thosedifferencesare

statisticallysignificantaftercontrollingfor

industry,

geography,

andcompanysize;seeAppendixfor

moredetails.e

artof

AImaturi16Focusing

beyond

financialmetricsAchieversalsodevelopstrongAccenture’s

SustainableTechnologyThestakeholderperformancemodelrevealedthevalue-creationgapbetweenAchieversandothercompaniesissignificantwhenitcomestosustainability.relationshipswithcustomers—bybuildingtrust,reducingchurnandboostingthequalityandsafetyofofferings.OurstakeholderperformancemodelshowedwithhighstatisticalsignificancethatAchieversscore8%higherthanExperimentersoncustomerexperience(seeAppendixfor

moreonmethodology).surveyofmorethan500multinationalcompaniesfoundthat70%

offirmsthatmanagedtoreduceemissionsfromtheiroperationsreliedonAItoachievethosereductions.Likewise,AIwasakeytoolfor

75%

ofthesurveyedcompaniesthatmadestridesinmeasuringanddisclosingtheircarbonfootprintsmoretransparently.Additionally,theydoubledownontheircommitmenttosustainabilityby,

for

instance,rigorouslymeasuringandreducingtheirgreenhousegasemissions,consumingwaterandothernaturalresourcesmoreeconomically,andusingAIresponsibly.One

US-based

utility

companyconductsremotemonitoringofitsextensivegridinfrastructureviasatellites,dronesandothersurveillancetools.Withthehelpofadvancedanalytics,machinelearningandcomputervision,thecompanycanquicklyidentifyandprioritizeareasfor

maintenance,improvepublicsafetyandbettermitigateitsscope1andscope2emissions.e

artof

AImaturie

artof

AImaturiHow

AIAchieversmastertheircraftFive

success

factorsHow

AIAchieversmastertheircraftToday’s

AIAchievershave

setthestandardandare

poisedtoremainleaders.Theyhave

demonstratedthatexcellenceinareaslikevisionandcultureare

justascriticalasalgorithmicintegrity.Butthepotentialfor

AI-matureorganizationswillevolve

alongwiththetechnologyitself—inotherwords,highperformancetodaywillultimatelybecomebusiness-as-usualtomorrow.So,

hereare

five

key

successfactorsforcompaniesaspiringtobeAIAchievers.e

artof

AImaturi19SuccessFactor

01ChampionAIasastrategicpriorityfor

theentireorganization,withfullsponsorshipfrom

leadership“Data

isnice—informationisp

ower.

We’

ve

been

on

thisjourney,

utilizing

AI[artificialintelligence]

and

utilizingmachine

learning

to

help

makecredit

decisions,

to

help

makefraud

decisions,

to

anticipate

forour

card

members

what

offersto

g

ive

them

.”4CompaniescancreatestrongAIOurresearchalsosuggeststhatthebeststrategies,butunlessthosestrategiesreceiveenthusiasticsupportfromtheCEOandtherestoftheC-suite,they’re

likelytoflounder,

competingwithotherinitiativesfor

attentionandresources.AIstrategiestendtobebold,evenwhentheyhave

modestbeginnings.BoldAIstrategies,inturn,helpspurinnovation.Andfor

theCEOsofAchievers,creatingacultureofinnovationisitselfadeliberate,strategicmove—onethatisusedasavehiclefor

experimentationandlearningacrosstheorganization.Achieversare

morelikelytohave

formalseniorsponsorshipfor

theirAIstrategies:we

foundthat85%

ofAchieversinNorthAmericahave

suchsponsorship,comparedto53%ofBuildersand57%

ofExperimenters.Infact,48%

ofAchieversembedinnovationintheirorganizationalstrategies,whilejust33%Stephen

Squeri,

CEO,

American

Express.ofExperimentersdo.e

artof

AImaturi20To

encouragesuchend-to-endinnovation,Achieversimplementsystemsandstructuresthathelpemployeesshowcasetheirinnovationexperimentsandseekconstructivefeedbackfromleadership.We

foundthat16%ofAchieversarealreadyusingplatformsthatallowemployeestoeasilyposequestionsandshareideaswithcolleaguesacrossthecompany—comparedto4%

ofExperimenters.ThatnumberwillonlygrowasthesecompaniesexpandtheirpoolsofAItalent.For

Achievers,thewillingnesstoembracenewtoolsandtechnologiesoftenpaysoff.

One

global

fashion

retailerheadquarteredintheUSaimedtoaddresskey

challenges,includingmanaginganincreasinglycostlyandcomplexretailsupplychain.TheyadoptedaninventorysolutionthatcombinesAIandsimulation-drivenoptimizationtocutlosses,increaseprofitsandimprove

thecustomerjourneyinstores.Today,

thebrandisprojectedtoreapanannualizedmarginupliftofUS$70M

andexpandedproductavailability.e

artof

AImaturi21SuccessFactor

02Invest

heavilyintalenttogetmorefrom

AIinvestmentsWithaclearAIstrategyandstrongCEOsponsorship,organizationsare

morelikelytoinvestheavilyincreatingdataandAIfluencyacrosstheirworkforces.WhileAIproficiencymuststartatthetop,

itcan’tendthere.andAIcollaborationandensurethatAIpermeatestheorganization.Today,

morethanone-third(35%)ofAchievershave

employeeswithconsistentlyhighAIskillscompetencies,whileExperimenters(27%)have

fewersuchemployeesonaverage.

Furthermore,Achievershave

employeeswithhighercompetenciesinalmostalldata-andAI-relatedskills.We

found,for

example,that56%

ofAchieversinNorthAmericahavemandatoryAItrainingsfor

mostemployees,fromproductdevelopmentengineerstoC-suiteexecutives.BecauseAchieversprioritizeeffortstobuildAIliteracyintheirworkforces,it’s

nosurprisethattheiremployeesare

alsomoreproficientinAI-relatedskills.Thismakesitmucheasiertoscalehumane

artof

AImaturi22AchieversalsodevelopproactiveAIAnotherexample:A

global

retailerinNorthAmericauseddataandAItocreateamoreinclusiveworkplaceinwhichpeoplecouldthriveinacultureofbelonging.Movingaway

fromoftensiloed,conventionalapproachestobiasdetection(suchasblackbox

modelsorstatisticalmachinelearning),itusedflexibleanalyticsandI&Dframeworkstodeterminethedegreeandsignificanceofbiaswithintheorganizationanddeveloparoadmaptoachieveitsrepresentativestaffinggoals.talentstrategiestostayattheforefront

ofindustrytrends.Inadditiontohiring,thiscouldmeanpartneringwithoracquiringspecialistcompaniestofillcriticalroles(suchasdataorbehavioralscientists,socialscientistsandethicists).Italsomeanshavingaplantogetthesediverse,multidisciplinaryworkerstocollaborate,createandsustainmaximumvaluefromthecompany’s

data-sciencecapabilities.35%of

Achievers

inNorth

Americahave

employees

with

consistentlyhigh

AIskills

competencies,In2018,

USutilityExelon

establishedan“analyticsacademy.”

ThistrainingcenterupskilledemployeeslikeJeffreySwiatek,who,

attheageof41,

transitionedfromhislongtimeroleasamaintenanceworkertobecomeaquantitativeengineer(ahigher-payingposition).Swia