ibm -Customer service and the generative AI advantage Power up conversational AI to gain a competitive edge ()-此为英文文档

IBMInstituteforBusinessValue|ResearchInsights

CustomerserviceandthegenerativeAIadvantage

PowerupconversationalAItogainacompetitiveedge

HowIBMcanhelp

Facedwithrisingcustomerexpectationsandoperationalcosts,companiesandbusinessownersareincreasinglychallengedtomodernizetheircustomerservice.

WithAIforcustomerservice,IBMConsultinghelpsorganizationsdevelopadataandAIstrategyto

transformthecustomerserviceexperienceand

empowertheiremployees,delightcustomers,and

unlocknewrevenuestreamsforimprovedprofitability.Formoreinformation,visit

/consulting/

customer-service

.

1

Key

takeaways

Nomatterwherean

organizationisinitsAI

journey,addinggenerativeAIcanprovideamuch-neededperformancelift.

GenerativeAIisraisingthebar

65%ofcustomerserviceleadersexpectusing

generativeAIinconjunctionwithconversationalAItoincreasecustomersatisfaction.

ExperimentationletsAInovicesreduceriskwhiletheydevelopcapabilities

OrganizationswithmoreAIexperiencedeliverbetterresultsbyfocusingonmoreadvancedusecases.

GenerativeAIcanboostROI—especiallyfornovices

CustomerserviceteamsthathavealongtrackrecordofusingconversationalAIsee37%higherROIwhentheydeploygenerativeAI.Thisfigurejumpsto117%for

organizationswithlessAIexperience.

2

Perspective

Twopathstoprogress

Inthispaper,wediscusshoworganizationswithdifferentlevelsofAI

experienceareapproachingthegenerativeAIopportunity.Whilenot

everyorganizationfallsintooneofthesetwogroups,assessingtheir

distinctapproachestogenerativeAI—andthereal-worldbusinessresultsthey’vedelivered—revealsusefulinsights.Here’showwedefinetwokeygroupsthatweanalyzeinthefollowingpages:

Novice

Anorganizationthathasused

conversationalAIinatleastonecustomerserviceusecasefor

onetothreeyears

Veteran

Anorganizationthathasused

conversationalAIinatleastonecustomerserviceusecasefor

atleastfiveyears

2

r

a

e

y

1

3

+

5

4

3

4

2

r

a

e

y

1

+

5

3

89%oforganizationsthathaveusedconversationalAIincustomer

serviceforatleastthreeyearsarealreadyusinggenerativeAIto

answercustomerqueriesdirectly.

Customerservice

istheprovinggroundforgenerativeAI

CustomerserviceisthetipofthespearforgenerativeAI—thefunctionthatpiercesthroughtheunknowntodeliverunprecedentedbusinessvalue.

Infact,asthistransformativetechnologydisruptshowworkisdoneacrosstheenterprise,customerservicehasbecometheC-suite’stoppriorityfor

adoption.1That’snosurprise,asit’sthenextlogicalstepforcompaniesthathavealreadybeenusingtraditionalAIincustomerserviceforyears.

Fromchattingwithcustomerstocreatingtargetedcontenttooptimizingcallcenterperformance,generativeAIistakingthetransformationofcustomerservicetothenextlevel.Bycreatingdynamic,personalizedexperiencesforbothcustomersandhumanagents,ithasthepotentialtosupercharge

traditionalAI,spurringaseismicshiftinproductivityandeffectiveness.Makingtherightbetscanpayoffexponentially—butwherecompaniesshouldinvestdependsonwherethey’restartingfrom.

So,wheredobusinessleadersatdifferentstagesintheAIjourneyseethe

mostpromise?Toanswerthisquestion,theIBMInstituteforBusinessValue(IBMIBV)surveyednearly1,500customerservicemanagers,directors,andexecutivesfromorganizationsthathaveusedconversationalAIforatleast12monthsacross34countriesandallmajorindustries.WeaskedhowtheirorganizationsareusinggenerativeAIincustomerservicetoday,whichuse

casesshowthegreatestpotential,andwherethistechnologyisalreadydeliveringthemostbusinessvalue.

4

Overall,customerserviceleadersagreethatadoptinggenerativeAIisessentialfortheirbusiness.Infact,

everysinglerespondentsaystheirorganizationplanstousegenerativeAIincustomerservice—and67%

saythey’vealreadybegun.Morethanhalf(54%)of

theseorganizationshavedeployedgenerativeAIin

onetofourcustomerserviceusecases(seeFigure1).

ButnoteveryorganizationplanstousegenerativeAIthesameway.ThoseearlierintheirAIjourneyneedtoexperimentwithgenerativeAItoexploreopportu-

nitiesandvalidateusecases.Thosewithmore

experiencecantapgenerativeAItodrivebroadertransformation.

Tobetterunderstandthepathtovaluefororganiza-

tionsatdifferentstartingpoints,welookedathow

theirexperiencewithtraditionalAIinfluencestheir

approachtogenerativeAI.Ourdatasuggeststhe

numberofyearsanorganizationhasusedconversa-

tionalAI,whichisdesignedtounderstandandrespondtocustomerqueriesinnaturallanguage,isatelling

predictorofwhetheritwillbeanaggressiveearly

adopterofgenerativeAI.Weseethatorganizations

withthemostexperienceusingconversationalAIhavetheconfidencetobebold,implementingmoresophis-ticatedusecases.Forinstance,89%oforganizationsthathaveusedconversationalAIincustomerservice

foratleastthreeyearsarealreadyusinggenerativeAItoanswercustomerqueriesdirectly.

However,ourresearchalsorevealsthatusing

generativeAIinconjunctionwithconversationalAIcandeliversignificantbusinessbenefitsregardlessofhowmuchAIexperienceanorganizationhas.

Veteransdoseebest-in-classperformance—but

novicescouldgainthebiggestedgeovertheirpeers.Thismeansorganizationsateverymaturitylevelhaveopportunitiestooutpacetheircompetitors—and

delivergame-changingperformanceimprovements.Theyjustneedtoknowthebestnextsteptotake.

Readontolearnhoworganizationsareleveraging

generativeAIincustomerservicetoday,howitcanimpactkeyperformancemetrics—includingcostpercontactandROI—andwhichapproachesworkbestfornovicesandveterans.Thenexploreanaction

guidethatoutlineshoworganizationsineachgroupcangetthemostvaluefromgenerativeAI.

FIGURE1

AIpowerscombined

MostorganizationsusingconversationalAIhavealreadydeployedgenerativeAI.

NumberofgenerativeAIusecases

67%

havealreadydeployedgenerativeAI

8–11(1%)

5–7(12%)

1–4(53%)

0(33%)

Note:Numberdon’taddupto100%duetorounding.

5

Morethan40%oforganizationsareusinggenerativeAItocreatetest

casesfortrainingconversationalAI.

AIgetsanitroboost

WhenconversationalAIcameonthescene,ithelpedcompaniesimproveonearlychatbotexperiences,whichweredrivenby

rule-basedsystemsthatdeliveredpre-definedresponses.

Usedprimarilytoaddresscommon,easy-to-answercustomerquestions,chatbotshadlimitedcapabilities.

ConversationalAImadechatbotsbetterbyleveragingnaturallanguage

processing(NLP)andmachinelearningalgorithmstounderstandandrespondtocustomerquestions.Whentrainedwell,theseAIassistantssoundmorelikehumansandlesslikemachines.However,whiletheseenhancedAIassistantscansuccessfullyexecutemuchmorecomplexinteractions,theircapabilities

eventuallyhitawall.

GenerativeAIoffersthenextevolution.Usingnaturallanguagegeneration,itanswerscustomerquestionswithmorefluent,contextuallyrelevant

responses.Itcanalsotapintoacustomer’sinteractionhistorytotailor

responsesanddeliveramorepersonalizedexperience.Thesecapabilities

letcustomerschatwithgenerativeAIassistantsinthesamewaytheywouldengageahumanagent.

What’smore,theapplicationsofgenerativeAIgofarbeyonddirectinterac-

tionswithcustomers.Thistechnologycanenhancethecustomerservice

functionmoregenerallybysupportinghumanagenttraining,increasing

personalization,translatingcontent,andpredictingfuturecustomerbehavior.Itcanalsosupportcustomer-facingconversationalAIbygeneratingtest

casesanddialogue,aswellasreviewinginteractionstoidentifyopportunitiesforimprovement.

6

ManyorganizationsareusinggenerativeAIforthispurpose,layeringitontopof

conversationalAItoimprovethespeedandaccuracyofthetoolstheyalreadyhaveinplace.Forexample,44%oforganizationsalreadyusinggenerativeAIincustomer

servicearetappingittocreatetestcasestotrainconversationalAI.Andevenmore

businesses(46%)areusingittogeneratedialogueforconversationalAI(seeFigure2).

FIGURE2

GenerativeAIexpandsitsreach

OrganizationsplantoadoptgenerativeAIforawide

varietyofcustomerserviceusecasesbytheendof2024.

Adoptiontimeline

Alreadyadopted回2024

2025to2027

Notsure

Generatedialogueforhumanagents

47%

21%

24%

GeneratedialogueforconversationalAI

46%

28%

23%

GeneratetestcasesfortrainingconversationalAI

44%

34%

21%

Supporthumanagenttraining

40%

27%

25%

Answercustomerqueriesdirectly

40%

23%

26%

ReviewconversationalAIinteractions

39%

18%

24%

Translatecontentintodifferentlanguages

36%

21%

22%

Increasepersonalization

35%

28%

26%

Increaseproactivepushnotifications

34%

30%

30%

Predictacustomer’snextinteraction

34%

22%

26%

Performcontactanalyticsandrootcauseanalysis

30%

26%

27%

8%

3%

1%

8%

11%

19%

21%

11%

6%

18%

17%

Businessbenefitsabound

Withsomanyusecasesinplay,it’snosurprisethat

organizationsexpecttoseebusinessbenefitsacrosstheboard.Nearlytwo-thirdsofrespondentsexpect

generativeAItoincreasecustomersatisfaction

(65%),andmorethanhalfanticipatehigherhuman

agentsatisfaction(58%),revenuegrowth(56%),andcustomerretention(53%).Justunderhalfalsoexpectittolowertheircostpercontact(46%).

Businessleadersseethepotentialbenefits,butsomearepursuingtheseoutcomesmoreaggressivelythanothers.Ourresearchrevealsthatanoverwhelming

majority(87%)ofveteranorganizations—thosethathaveusedconversationalAIforatleastfiveyears—wereusinggenerativeAIinatleastonecustomer

serviceusecaseinmid-2023.Only43%ofnovices—thosethathaveusedconversationalAIforthree

yearsorless—couldsaythesame.

Whyisthisthecase?Partlybecausesucceeding

withgenerativeAIrequiresconfidence,acumen,

andgovernanceguardrails—whichgivesmore

experiencedcompaniesaleguponthecompetition.

Plus,manyexperiencedorganizationsalreadyhavethetechnicalinfrastructureneededtocapitalizeonthegenerativeAImoment.Forinstance,roughlyhalf(49%)ofveteranorganizationshavesubstantiallyorfullyintegratedconversationalAIwithback-end

systemstoresolveinboundcontacts.Only16%ofnovicescansaythesame.

VeteransalsohaveadeeperunderstandingofhowtouseconversationalAI—andwheregenerativeAIcanhelpthemimprove.49%saythey’vefullyor

substantiallyoptimizedthewaytheyreviewandretrainconversationalAI,comparedtojust17%ofnovices.

Casestudy

WindTREreliesonIBM

ConsultingandwatsonxAItoaddresscustomer

complaintsfaster2

Italy’sleadingtelecommunicationscompanyknowshowimportantitistoresolvecustomercomplaints

quicklyandwithcare.WorkingwithIBMConsulting

andwatsonxAIsolutions,WindTREisoptimizinghow

complaintsarehandledtoreducetherepetitiveactivitiesofitsservicedeskandtoaccelerate

customerresults.

IBMConsultinghelpedtodesign,develop,and

manageanAIsolutionthatunderstandshuman

languageandreason.Itincludesadedicated

dashboardthatcontinuouslysharesperformance,

volumes,andexpectedbenefits,whichhas

improvedtheeffectivenessandefficacyofclaims

management.Todate,thesolutionhasbeenabletohandleover200,000reportsinanautomated

manner,achievinghighlevelsofautomation.The

companycannowrespondtocustomercomplaints10timesfasterthanitcouldbefore.Thistransfor-

mationhasimprovedcustomerserviceandhelpedevolveWindTre’soperationalmindset.

7

8

9

VeteransreapthegreatestcostsavingswithgenerativeAI,

butnovicescanuseittogaintractionquickly.

Experiencematters—butgenerativeAIisatidethatraisesallboats

NomatterwhereanorganizationisinitsAIjourney,addinggenerativeAIcanprovideamuch-neededperformancelift.

Ourresearchshowsthat,onaverage,allorganizationsusinggenerativeAIincustomerservicereporthigherlevelsofcustomersatisfactionthanthosethatdon’t.However,organizationsthathavebeenusingconversationalAIlongerreportthebestbusinessoutcomesoverall(seeFigure3).

ROI

Firstlet’sconsiderROIforconversationalAI.Veteranorganizationsthataren’tusinggenerativeAIreportanROIof73%,whilethosethathaveadoptedbothtypesofAIareseeinga100%ROI—anincreaseof37%.Fornovices,this

differencejumpsto117%:thosenotusinggenerativeAIreportanROIof30%,comparedto65%forthosethatareusingit.Theseresultsfollowthe

sametrendthatwesawwithcostpercontact,withnovicesgainingagreateredgeovertheirpeerswithgenerativeAIwhileveteransrealizegreater

benefitsoverall.

ThesefindingssuggestthatadoptinggenerativeAItoimprovecustomer

servicegivesallorganizations,regardlessofexperience,anadvantageovercompetitorsthatdon’temploygenerativeAI.Butwhat’sthebestwaytorolloutthistransformativetechnology?Andhowshouldnovicesinvestin

generativeAIdifferentlythanmoreexperiencedorganizations?

10

FIGURE3

Gainsateverystage

VeteranorganizationsdeliverbetterresultswithgenerativeAI,butnovicesleapfartheraheadoftheirpeers

UsingGenAI口NotusingGenAI

37%

increaseinROI

100%

80%

73%

65%

45%

Returnon

investmentfor

conversationalAI

30%

117%

increaseinROI

78%

increaseinROI

1to3yearsofconversationalAIuse

3to5yearsofconversationalAIuse

Morethan5yearsofconversationalAIuse

-25%

39%

costreductioncostreductioncostreduction

Changeincost

percontactasa

resultofusing

conversationalAI

-20%

-18%

-15%

-14%

-8%

33%

75%

Costpercontact

Now,let’slookatcostpercontact.Veteranorgani-zationsthataren’tyetusinggenerativeAIreportacostreductionof18%fromusingconversationalAIalone.Butveteransthatareusingconversational

andgenerativeAIinconjunctionhaveseena25%reductionincostpercontact—that’sa39%improvement.

Incomparison,noviceswhohaven’tyetdeployed

generativeAIreportan8%reductionincostper

contactfromconversationalAI.However,novicesthathaveembracedbothgenerativeAIandconver-sationalAIhavereducedcostpercontactby14%,representinga75%increaseinsavings.

Thisdemonstratesthatveteranorganizationsmaybepositionedtoreapthegreatestcostsavings

withgenerativeAI,butnovicesareabletouseittoquicklygaintractionovertheirpeers—andcatchupwithmoreexperiencedcompetitors.

Casestudy

IBMpartnerswithaBritishbanktomakecustomerservice

moreintuitive

OnestalwartBritishbankhasavisiontosupport

everycustomerwithpersonal,intuitive,andefficientservice.Tothisend,itwantedtoleveragestate-of-

the-artAItosuperchargechatbotperformanceandenhancethebank’scustomerengagementchannelsoverall.Withafocusonstreamliningthecustomer

serviceexperience,thecompanyaimedtounlockactionableinsightsfromcustomerinteractionsanddrivemorepersonalization.

InpartnershipwithIBMConsulting,thebankis

pushingtheboundariesoflargelanguagemodels(LLMs),leveraginggenerativeAItohelpidentifycustomers’evolvingneedsandtoreducemanualeffortfrommanaging,training,andsupporting

variousengagements.

Thispartnershipalsohelpedthebankimproveconversationclassificationaccuracy,better

determinewhichdatashouldbediscarded,and

improveproductivityusingarepeatable,transparent,andtrustedprocess.Overall,generativeAIhas

helpedthebanksave£2millioninannualcostsandthousandsofhoursoflabor.Today,morethan90%

ofcustomerqueriesareansweredcorrectlybytheAIassistant—boostingthecustomerservice

team’sproductivity.

11

12

13

Allorganizationswillneedto

addressethical,compliance,andgovernancechallengestorolloutresponsiblegenerativeAI.

Lessismoreforveterans,whilenovicesshould

experimentbroadly

WhenitcomestogenerativeAIadoption,onesizedoesn’tfit

all.OrganizationsthatareseasonedconversationalAIveteransunderstandbestpractices,haveidentifiedcapabilitygaps,and

seehowgenerativeAIcanhelpbuildonpastsuccessesincustomerservice.

Experiencetranslatestoconfidencefortheseveteranorganizations,with

59%alreadyusinggenerativeAIinatleastthreedistinctcustomerserviceusecases.Atfirstglance,thisseemsintuitive—ofcourseorganizationswithmoreexperiencewouldwanttoexpandtheirAIexpertiseandscope.

Butourfindingssuggestthismaynotbethebestapproach.Rather,veteran

organizationsdelivergreaterbusinessvaluewhentheyfocusgenerativeAIonasmallernumberofmoresophisticatedimplementations.It’sthecustomer

serviceteamswithlessconversationalAIexperiencethatseebetterresultsfrominvestinginmoreusecasesearlyon.

14

Cost-per-contactresultshighlightthistrend.When

novicesusebothconversationalAIandgenerativeAIinthreeormorecustomerserviceusecases,theyseeacostreductionof25%.Withonlyoneortwouse

cases,thesavingsdroptojust10%.Conversely,

veteranorganizationsseea30%reductionincostpercontactwhenaddinggenerativeAItojustoneortwocustomerserviceusecases.Thisfiguredropsto10%whentheyexperimentwithfiveusecasesormore

(seeFigure4).

Therearemanyreasonswhythismightbethecase.Forstarters,noviceshaveasteeperlearningcurvewithgenerativeAI,whichmeanstheyneedto

experimentbroadly—andmeasureresults—toseewhatworksbest.Theyalsohavemorelow-hangingfruittopickfrom,whichmeanstheycancapture

quickwinsbyusinggenerativeAItostreamline

multipleworkflows.Veterans,ontheotherhand,havealreadycashedinoneasyprocessimprove-

ments.Instead,theyneedtodevelopmore

sophisticatedcapabilitiestodrivecostsavingsand

revenuegrowth—andthattakesfocusedinvestment.

FIGURE4

Experimentationversusexpertise

Moreusecasestranslatetolowercostpercontact

fornovices—butveteranssavemorewithfewerusecases.

NumberofgenerativeAIusecases

Notusing1–23–45+

1to3yearsofconversationalAIuse3to5yearsofconversationalAIuseMorethan5yearsofconversationalAIuse

-8%-10%-25%-25%-15%-25%-25%-15%-18%-30%-25%-10%

Reductionincostpercontact

15

So,whichusecasesshouldcompaniesineachcategoryprioritize?Ourresearch

showsthatin2023roughlytwiceasmanyveteranorganizationswereexperimentingwithcustomer-facingusecasesthannovices.Whilenovicestodayarestartingto

closethatgap,veteransarestillmorefocusedonusinggenerativeAIinadvanced

usecases,suchasansweringcustomerqueriesdirectlyandtranslatingcontentintodifferentlanguages.Ontheflipside,novices’mostpopulargenerativeAIusecasescontinuetobethoseservingasupportrole(seeFigure5).

FIGURE5

Aboldstepforward

Veteransareexperimentingwithmoreadvancedusecasesthannovices.

2

3

Translatecontentintodifferentlanguages

1

Answercustomerqueriesdirectly

Top3usecasesforveterans

Performcontactanalyticsandrootcauseanalysis

Top3usecasesfornovices

2

Generatedialogueforhumanagents

3

GeneratedialogueforconversationalAI

1

ReviewconversationalAIinteractions

Advancedusecases

Supportroleusecases

16

Spottingthespeedbumps

Thechallengesorganizationsineachcategory

facealsodiffer.Novicesaremostconcernedthat

generativeAImaynotofferasecureenvironmentfortheirorganizationaldata(44%)andthatitmaybe

difficulttointegrategenerativeAIwiththeirorganiza-tionalprocesses(38%).VeteransareconcernedthatgenerativeAImaymakeitmoredifficulttomeet

socialresponsibilitygoals(46%)andenvironmentalsustainabilitygoals(42%)andmaynotoffera

compliantenvironmentforcustomerdata(40%).

Inshort,moreadvancedcapabilitiestranslateto

moresophisticatedconcerns.Novicesareconcernedwiththebasics—howtointegrategenerativeAI

withoutputtingsensitivedataatrisk.Veteransseethespeedbumpsfurtherdowntheroad.While

industryregulationscouldalsoinfluencewhichusecasesleadersprioritize,allorganizationswillneedtoaddressethical,compliance,andgovernance

challengesastheyworktorolloutresponsiblegenerativeAI.

NovicesthatprioritizetheprinciplesoftrustworthyAIfromtheoutset—explainability,fairness,robustness,transparency,andprivacy—maybeabletoscale

fasterinthefuture.Andveteransthatcanclearlyoutlinehowthey’veintegratedgenerativeAIintocustomerservicesolutionsresponsiblyhavethechancetooutcompeteinanevolvingregulatorylandscape.

Yet,recentIBMIBVresearchshowsthatmany

organizationsarestrugglingtoturnprinciplesinto

practice.While79%ofexecutivessayAIethicsis

importanttotheirenterprise-wideAIapproach,

lessthan25%haveoperationalizedAIethics.Inthisenvironment,companieswithstrongethicsand

governancecapabilitieshaveachancetostandoutfromthecrowd,withthreeinfourexecutivescitingethicsasasourceofcompetitivedifferentiation.3

Harnessingthehumanelement

GenerativeAIisn’tasilverbullet.Itenhances

productivityandenablesnewbusinessmodels—butpeopleareattheheartoftheopportunitiesitcreates.

AsnewusecasesforgenerativeAIemerge,

employeesmustbeempoweredtoidentifynew

opportunitiestodriveefficiencies,delivervalue,

andelevatetheirroles.AteachstepinthegenerativeAIjourney,humansarealsocentraltodesigning,

implementing,andreviewingoutputstohelpensuretheyareethicalandunbiased.

Customershaveabroadsetofcultural,emotional,

andsocialneedsthatarecommunicatedinsubtleanddiverseways—cuesthatrequirehighemotionalintel-ligencetoread.AsgenerativeAIhelpsorganizationsgaininsightsintocustomerinteractionsandpredict

whatthey’lldonext,peoplewillbeanessentialpartoftranslatingthoseinsightsintoaction.

BycombiningthestrengthsofhumansandAI,

organizationscanmovefasterandmoredecisively

withoutcompromisingtheirvalues.Withresponsible

leadersatthehelm,theycanbuildatech-fueledcustomerservicefunctionthatincreasesloyalty,buildstrust,andenhancesuserexperienceas

customerandemployeeexpectationsevolve.

17

18

Actionguide

Theraceison

NomatterwhereyourorganizationisinitsgenerativeAIjourney,

it’stimetopickupthepace.Butnoteveryinvestmentwill

providethesameboosttothebottomline.StaymindfulofwhatdifferentiatesyourcompanyfromthecompetitionandusegenerativeAItoenhancewhatsetsitapart.

Prioritiesfornovices

–Addresscustomerpainpoints.FindthefrictioninthecustomerexperienceandexplorehowyoucanusegenerativeAItosmoothitout.Usetechnologytouncoverwaystoimprovehowthingswork—andapplythehumantouchtothedetailsthatmakeallthedifference.

–Findhigh-valueopportunitiesthatwerepreviouslyoff-limits.SeewheregenerativeAIchangesthe

businesscaseforimplementationsthatonce

seemedtooriskyorcostly.Setyoursightson

criticaloperationsthatgenerativeAIisprimedtosupport—evenifyourcapabilitiesaren’tquitethereyet.Thiscanletyouevolvequicklyonce

youhavetherightfoundationinplace.

–FueltheAIflywheel.UsegenerativeAIto

fine-tunetheconversationalAIyoualreadyhaveinplace.BytappinggenerativeAItowrite

dialogue,reviewinteractions,andcreatetest

casesforconversationalAI,teamscanlearnhowtoleveragethistransformationaltechnology

behindthescenes.Addguardrails,suchaspost-

processingfilters,toidentifyandaddress

hallucinationsbeforetheymaketheirwayinto

workproducts.Experimentbroadly,measure

outcomes,andcollectfeedbackfromagentsandcustomerstofindopportunitiestoincreasethe

scope,scale,andspeedofgenerativeAIadoption.

–Fosteracultureofinnovation.Empowercustomerserviceprofessionalstoexperimentwith

generativeAIbyprovidingclearguardrailsthat

alignwithalargerAIethicsframework.Createa

designguideforAIthatincludesaspecificsectiononalgorithmicaccountability.Encourageteams

tosharebothsuccessesandfailurestoavoid

repeatingthesamemistakes.Giveethicsteamsaseatatthetabletoclosethegapbetween

intentionsandactions.

–TrainagentstotrainAI.UnsupervisedgenerativeAIincreasestheriskofmisinformation,

hallucinations,orbiasedresponses.People

mustprovidethebackstop.RequireAIethicsandbiasidentificationtrainingprogramstoreinforcetheprinciplesoftrustworthyAI.Withtheright

governanceinplace,agents’interactionswilltraingenerativeAIfoundationmodelstodeliver

higher-qualityoutputsandmanagetherisksthatcomewithgeneratinginaccuratecontent.

–Buildpredictivecapabilities.Collectrelevant

customerintel—suchasdemographicinformation,purchasehistory,andbehavioraldata—tofeedintoaclosedgenerativeAImodel.IntegratethemodelwithexistingCRMorERPsystemstodeliver

insightsdirectlytoemployees.

19

Actionguide

Prioritiesforveterans

–Putcustomersfirst.ExtendgenerativeAIuse

casesintoareasthatdothemosttoimprove

customerexperience.Thismayincludeletting

generativeAIhandlesimplecustomer

interactionstoincreasethespeedofservice.

Formoresophisticatedrequests,giveagents

generativeAItoolsthatletthemexpertlyanswercustomerquestionsandprovidetargetedproductrecommendations.Thekeyismakingsure

customersknowwhenthey’reengagingwith

agenerativeAIassistant—andgivingthemtheopportunitytorequesthumanhelpatanypointintheprocess.

–Fine-tuneyourAIethicsframework.Makesure

youhaveanAIethicscommitteethatincludes

representativesfromlegal,compliance,data

privacy,andcustomerservicetoprovideongoingfeedbackintogenerativeAIusecases.

–Holdeveryoneaccountable.Conductregular

auditstohelpensureallnewapplicationsalign

toethicalprinciplesandguidelines.Establish

accountabilitymechanismsthatdesignateteamsorindividualsresp