影响人工智能：2024年企业人工智能成熟度指数 Impact AI Enterprise AI Maturity Index 2024-2024.7

ImpactAI:

EnterpriseAI

MaturityIndex2024

Inpartnershipwith

TheracetoputAItoworkhasjustbegun

CONTENTS

2

03

05

07

10

Introduction

Abouttheresearch

Section1:

AIstrategyandleadership

Section2:

Workflowintegration

EnterpriseAIMaturityIndex2024inpartnershipwithOxfordEconomics

13

Section3:

Talentandworkforce

•Nonprofitorganizations

faceauniqueopportunity

17

Section4:

AIgovernance

•AIpromptsconcerns

aroundtheworld

22

25

Section5:

RealizingvalueinAIinvestment

Conclusion

3

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EnterpriseAIMaturityIndex2024inpartnershipwithOxfordEconomics

Introduction

Companies,nonprofitorganizations,

andgovernmentsfaceoneofthemost

significantinflectionpointsinthehistoryoftechnology.Thehypesurroundingartificialintelligence—agroupoftechnologies

includingmachinelearning,natural

languageprocessing,computervision

anddecision-makingalgorithms,aswellasthelargelanguagemodelsthatpowergenerativeAIapplications—echoesthe

promisesoftheinternet,cloudcomputing,andmobileapps.

Thestakesarehigh.AlthoughtheracetoputAItoworkisstillinitsearlieststages,

someorganizationshavehadahead

startonAIadoption,integration,and

modification.Thosethathaveyettodo

somustactnow.AIhasalreadyshownitsabilitytodrasticallyalterhowbusinessgetsdoneindozensofareas,fromimproving

customer-facingapplicationstooptimizingback-officeefficiencyandincorporating

data-driveninsightsthroughouttheentirebusinessecosystem.

There’sstillampletimetocapitalizeonAI’spotential.Thequestionmostorganizationsaregrapplingwithis“how?”Whataretheearlyleadersinthisracedoingthatsetsthemapart?

Tofindouthowexecutivesareplottingtheirnextmoves,Oxford

EconomicsandServiceNowfieldedaglobalsurveyof4,470executivesatorganizationswhereartificialintelligencecapabilitiesareinuse.TheEnterpriseAIMaturityIndexunderscoresthatAIuseisstillnascent.ThisnovelindexmeasuresperformanceacrossfivekeypillarsofAImaturity:

01AIstrategyandleadership

02Workflowintegration

03Talentandworkforcecomponents

04AIgovernance

05RealizingvalueinAIinvestment

Formanyofthosesurveyed,AIuseisstillattheexperimentalstage:Morethanone-thirdofexecutives(38%)saytheyhaveuncoveredautomationopportunitiesandarecurrentlyworkingtolinkAIobjectivestotheir

enterprisegoals.Aslightlysmallernumber(32%)areoperationalizingAItodrivebusinessobjectives.Roughlyoneinsix(18%)claimstobeleveragingthefulltransformationalpowerofAI.

AnelitecohortperformsstronglyacrossallfiveAIMaturityIndex

parameters.WecallthisgroupPacesetters,andtheyallachievedascoreof50ormoreontheindex’s100-pointscale.ThesecompaniesaremuchmorelikelytosaytheyaretransformingandinnovatingwithAI(33%vs.14%forothers).Still,thetopperformerinoursurveyscoredonlya71—indicatingthateventhemostadvancedorganizationsarestillintheearlystagesofAItransformation.ThereisplentyoftimefororganizationsthatarenotyetPacesetterstoclosethegap.

Inthisreport,wewillshowhowPacesettersapproachAImanagement,investment,andimplementationdifferentlythanothers—andhowthis

holisticapproachtotransformationyieldssignificantlybetterresultsthanthoseoftheirpeers.

EnterpriseAIMaturityIndex2024inpartnershipwithOxfordEconomics

Ourkeyfindings

showthefollowing:

01AI-poweredbusinesstransformationisinitsearlydays.

02Evenstill,someorganizations—AIPacesetters—arealreadypullingawayfromtherestofthepack.

03Pacesettersareturningthisadvantageintomeaningfulbusinessvalue.

04Thereisstilltimeforotherstocatchup—especiallyiftheylearnfromPacesetters’example.

5

Aboutthe

research

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TheEnterpriseAIMaturityIndexisbased

onresponsestoourglobalsurvey,whichweanalyzedusingstatisticalandeconometricmodelingtechniques.TheIndexservesas

atoolfororganizationstobetterunderstandtheirperformanceinrelationtoothersin

theirmarketorindustry.

Giventheseobjectives,ServiceNowandOxfordEconomicsdefinedfive

dimensionswithwhichtomeasureorganizations’AIMaturity:Strategyand

Leadership,WorkflowIntegration,TalentandWorkforce,AIGovernance,andAIInvestments.Specificquestionsinthesurveywerewrittentounderstand

organizations’maturitybasedoneachofthesedimensions.

Wethencalculatedscoresforthefivedimensionsusingprincipalcomponent

analysis(PCA).PCAisastatisticalmethodtosimplifycomplexdatafromalargenumberofsurveyresponsesbytransformingitintoasmallersetofuncorrelatedvariablescalledprincipalcomponents.PCAiswidelyusedfordimensionality

reductionindataanalysisandmachinelearningandthereforelendsitselfwelltoindexcreation.UsingPCAtocreateanindexhastwomainbenefits:

•Simplification:PCAhelpscondenselargeamountsofinformationfromdifferentquestionsintoasmallernumberofkeycomponents.Thishelpsgenerateanindexwithoutlosingimportantdetails.

•Objectiverepresentation:PCAensuresthattheindexreflectsthemostimportantpatternsinthedata,withoutbeinginfluencedbyanyspecificsetoffactors.Thismeanstheindexgivesafairandaccuratepictureofresponses,makingitmorereliablefordecision-making.

ThePCAscoresarestandardizedonascalerangingfromzeroto100to

enablecomparisons—withzerorepresentingnoenterpriseAImaturityand100representingfullenterpriseAImaturity.Thestandardizedscoresforthefive

dimensionsarethencombinedandequallyweightedtogenerateasingle

EnterpriseAIMaturityIndexrating.Thechoiceofequalweightsreflectsthe

researchers’viewthatallfivedimensionsareequallyimportantindefiningtheAImaturityofanorganization.

EnterpriseAIMaturityIndex2024inpartnershipwithOxfordEconomics

Section1:

AIstrategyandleadership

Nothingismoreimportantthanstrong,effectiveleadership

whenitcomestobuilding

enterpriseAImaturity.Indeed,strongresultsonthestrategyandleadershippillarofour

indexweremorepredictiveofahighoverallAIindexscorethananyotherfactor.

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EnterpriseAIMaturityIndex2024inpartnershipwithOxfordEconomics

FIGURE1

Leadershipmakesallthedifference

AIPacesettersbenefitfromastrongexecutiveleadershipandasharedvisionofsuccess.

IhavegoodvisibilitytotheAIdeploymentandutilizationinmyownorganizationandadjacentfunctions

Weareoperatingwithaclear,sharedAI-visiontowardbusinesstransformationacrossthewiderorganization

OurC-suiteisonboardandactivelyengagedwithAItransformation

Wehaveadefinedsetofmetricsinplacetomeasureimpact/returnofAItransformation

Wehavetherightmixoftalent/skillstoexecuteourAIstrategy

MydirectdepartmentisalignedwithourpeersinotherdepartmentsonclearlydefinedAIstrategyacrossthewiderorganization

MydirectorganizationisimplementingAIsolutionsthatrequireintegrationandpartnershipwithbusinessfunctionsthatimpacttheirorganization

Wehaveadesignatedenterprisewideleaderwholeadstransformationandinnovationstrategies

WearestillintheprocessofidentifyingskillsneededasweformalizeourAIstrategy

PacesettersOthers

67%33%

65%31%

64%33%

62%28%

61%

30%

61%

32%

59%

29%

46%

18%

22%

8%

Q.TowhatextentdoyouagreewiththefollowingstatementsaboutAIstrategiesatyourorganization?“Stronglyagree”responsesonly

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EnterpriseAIMaturityIndex2024inpartnershipwithOxfordEconomics

SeniorexecutivesmusttaketheleadinintegratingAI’scapabilities.Ourdataindicatesthatmostseniorleadersaredoingjustthat:

81%ofrespondentssaytheC-suiteisactivelyengagedinAIefforts.Itsinvolvementhashelpedcreatehighlytransparentandwell-

communicatedprocesses,withfouroutoffivecitinghealthycross-

functionalcommunicationduringAIimplementation(81%)andaclear,

organizationwidevisionforAIaspirations(82%).Mostalsosaythey

collaborateeffectivelywiththeirpeersacrossthebusiness—and80%citethislevelofcollaborationasessentialforeffectiveAIimplementation.

Whilemanyexecutivesprojectconfidenceintheirseniorleadership’s

managementofAI,thatconvictionisfarstrongeramongourcohortofAIPacesetters.TheserespondentsareroughlytwiceaslikelytostronglyagreethattheirorganizationistakingcriticalstepsinAIstrategy(see

Figure1).Perhapstheirconfidencestemsfromthewidevarietyof

perspectivesgleanedfromAIprocurementconversations.Theyare

morelikelythanotherstosaytheIT(83%vs.67%others)andsecurity/

cybersecurityfunctionsareveryinvolvedintheAIprocurementprocess

(79%vs.56%).Pacesettersarealsomorelikelytosayboardmembers(55%vs.34%others),theCEO’soffice(52%vs.40%),operations(43%vs.30%),andlegalteams(42%vs.28%)areveryinvolvedintheprocess.

Notonlyistherevisibilityacrosstheorganization,butthere’sclearvisibilitytoourchiefexecutive,

whomweallreportto,aswellastotheboardoftrustees,whichisoverseeingtheimplementationandmonitoringtheimplicationsofAItoourfuture.

Dr.CedricSims,

SeniorVicePresidentofEnterpriseInnovationandIntegration,MITRE

Byandlarge,executivesaresoldonthepromiseofAIandexpectitto

haveabroadrangeofbusinessimpacts.Atthetopofthelistareincreasedefficiencyandproductivity(41%“extremelyimportant”responses),better

customerexperiences(39%),andimprovedcompetitivepositioning(33%).

Achievingthoseresultswillnotcomeeasy;buildingAIcapabilitiesin-houserequiressignificantresourcesandtechnicalacumen.Manyusecases

dependonlargelanguagemodels(LLMs)toprocessinformation.WhileexecutivesagreeLLMsareanessentialcomponentoftheirAIstrategy,

thereisnoconsensusforhowtobuildthem.Thereisaroughlyeven

distributionbetweenthosethatareusinghybrid,prebuilt,andinternalsolutionstodevelopLLMstoday.

Pacesettersaremuchlesslikelytorelysolelyonprebuilt/off-the-shelf

solutionscomparedtoothers(21%vs.39%others).TheymoreoftentakeahybridapproachthatincludesbothpurchasedtoolsandAImodelsthey

havebuiltthemselves(47%vs.31%others).PacesettersarealsomorelikelytobebuildingnotjustLLMAIcapabilitiesin-house,butalsochatbotsandothertools(49%vs.27%others).

YetevenPacesettersrelyonoutsidevendorstosomeextentintheir

AItransformation.AsenterpriseAImatures,leadersmustensurethese

valuablerelationshipsevolvewiththetimes.Ratherthanreplacingexistingpartnerships,manyarestrengtheningandexpandingexistingrelationshipswithcurrentAIvendors.Andnewpartnersareenteringthefold:Nearly

two-thirdsofthosesurveyed(64%)haveaddedAIcapabilitiesfromnewvendorsintothemix,whileabouthalf(49%)areimplementingcompletelynewAIcapabilitiesofferedbyexistingproviders.Thatapproachmakessense:Withoutstrongstrategicpartnershipsinplace,executivesrisk

implementingAIincorrectlyorinaccurately—andultimatelylettingtheircompetitorsovertakethemasAIinnovators.

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AIisdrivingaglobalinnovation

renaissance.EverybusinessworkflowineveryenterpriseineveryindustrywillbereinventedwithGenAIatitscore.

TheleadersImeetwithareincrediblyupbeatabouttheopportunity.

BillMcDermott

CEO,ServiceNow

Section2:

Workflow

integration

AIcantransformhow

organizationsfunction—iftheyletit.PacesettersunderstandthisandaremorelikelytouseAItobreakdownfunctionalsilosthatimpedeinnovationandgrowth.

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Datacleaning,management,integration,visualization,and/ortransformationChatbots

AI-generatedcustomersupportsummariesEmployee/customerexperiencePerformancemanagement

ResourceutilizationPredictiveanalytics

Customeragentassistant/Customerself-serviceLeadgenerationandmarketing

DemandforecastingLeadershipinsightsHiring

Datacleaning,management,integration,visualization,and/ortransformationChatbots

AI-generatedcustomersupportsummariesEmployee/customerexperiencePerformancemanagement

ResourceutilizationPredictiveanalytics

Customeragentassistant/Customerself-serviceLeadgenerationandmarketing

DemandforecastingLeadershipinsightsHiring

EnterpriseAIMaturityIndex2024inpartnershipwithOxfordEconomics

FIGURE2

OrganizationsaresuperchargingoperationswithAI

AIisalreadybeingappliedtocriticaljobsacrosstheenterprise.It’satrendthatwillonlyaccelerateinthecomingyears.

Others

42%41%40%43%36%38%

37%

37%

33% 32% 33% 29%

Pacesetters

76%

56%

60%

46%

68%

58%

60%

46%

43%

44%

36%

28%

43%

37%

43% 41% 43% 42% 42% 40%

37%

38% 36% 36%

Q.InwhatwaysisyourorganizationusingAIinitsinternaloperationstoday?

54%

49%

58%

52%

49%

55%

50%

54%

52%

50%

51%

51%

Q.InwhatwaysisyourorganizationusingAIinitsinternaloperationsinthenextthreeyears?

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WithoutcarefullyresearchedandplannedusecasesforAI,organizationsriskwastingtheirinvestments.Somerespondentssayeffortsare

appropriatelyfocusedtoday,butmanyorganizationsplantoexpand

AIusecasesgoingforward.Datacleaning,management,integration,

visualization,andtransformationarethelowest-hangingfruitfornow—

nearlyhalfareusingitinthiswaytoday(48%)—whilechatbots(44%),

improvedexperiences(43%),andperformancemanagement(42%)followclosebehind.Unsurprisingly,PacesettersaresignificantlymorelikelytouseAIineachoftheseareasandmore(seeFigure2).YetevenPacesetters

haveroomtomature:TheyhaveyettoexpandAIuseintoemployee/

customerexperience(46%vs.43%others),leadershipinsights(36%vs.33%),orhiring(28%vs.29%).

WhilemanyorganizationsareusingAItoautomateday-to-daytasks,thehallmarkofAImaturityisdeepintegrationofAIcapabilitiesintoworkflows.Thesurveyresultsarepromisingonthisfront:Amajorityofexecutives

surveyedhavedeployedstand-aloneAIapplicationsthatspanmultiplebusinessareas(51%).Slightlyfewerhavedeployedanenterprisewide

platformwithAIcapabilitiesbuiltin(49%).Pacesettersarefarmorelikelytohavetakenthelatterapproach,as61%arecurrentlyusingplatformswithbuilt-inAIcapabilitiesacrosstheenterprise(vs.46%ofothers).

Youhavetofigureoutwhere

generativeAIcanprovideamateriallyandmeasurablypositiveimpacton

howyouremployeeswork.It’sreally[about]gettingthemoutofworkthattheydon’tenjoyorthatisincrediblyrepetitiveandpredictable,and

helpingthemtobemorestrategic.

AmyLokey,

ChiefExperienceOfficer,ServiceNow

EnterpriseAIMaturityIndex2024inpartnershipwithOxfordEconomics

ThismayindicateacriticaldifferencebetweenPacesettersandothers,allowingthemtoachievegreaterimpactfromtheirAIinvestments

thanthoseatanearlierstageofmaturity.Overall,justoverhalf(51%)of

respondentsarestillresearchingorjustbeginningAIimplementationintheirbusinessprocesses;only29%areintegratingworkflowsbetweenbusiness

functionsandstreamliningwithAI,andjust19%haveinventednewworkflowsthatleveragehumanandAIcollaborationtomakeworkmoreefficient.

Furthermore,manyrespondentsarestilltearingdownorganizationalwallsthatslowworkflowsandhamperinnovation.Morethanhalf(55%)have

notyetmademeaningfulprogressconnectingdataacrossoperationalsilos.ThismakesitfarmoredifficulttotranslateAIinsightsintoconcretebusinessoutcomes.Withnearlyasmanystuckattheexperimentation

stageofAImaturity(51%),fewhavebeenabletointegrateAIacrossworkresponsibilities—akeystepinrealizingeconomiesofscale.Thislackof

maturityimpliesthatcompaniesmaynotbeputtingAItoworkinawaythatcreatesbusinessvalueandhelpsthemachieveoutcomessuchasincreasedproductivityandrevenuegrowth.

Pacesettersdemonstratethepathforward.Theyaremuchmorelikelytohaveinventedworkflowsacrossbusinessfunctionswherehuman

andAIcollaborationmakeworkmoreefficient(54%vs.12%others).Theyhavemadesignificantprogresstowardconnectingdataandremoving

operationalsilos(60%vs.41%)—akeysteptowardtheirstatedgoalof

acceleratinginnovation(55%vs.31%others).UnlockingthepredictivepowerofAIputsPacesettersonapathtorealizingbusinessvalue.

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WithoutcarefullyresearchedandplannedoutusecasesforAIcapabilities,executivesmaybewastingtheirAI

opportunity.

Section3:

Talentandworkforce

IntegratingAIintodailywork

willbeeffortwastedwithout

therighthumantalenttoguideitsdeployment.Inorderto

buildanAI-literateworkforce,

specializedskillsandcontinuousdevelopmentarecritical.

Organizationsareaggressivelypursuingadualstrategyfor

skillsimprovements—externalhiringandinternaltraining—tofillessentialrolesneededtocreatebusinessvaluefrom

AIinvestments.

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EnterpriseAIMaturityIndex2024inpartnershipwithOxfordEconomics

FIGURE3

AIistransformingthetechtalentlandscape

ThecompanieswiththebiggestadvantageinAImaturityarelookingtoaddworkersinarangeofkeyroles.

Others

Pacesetters

49%

AIconfigurators

76%

48%

Datascientists

72%

46%

Experiencedevelopers

71%

42%

Machinelearningengineers

64%

41%

Machinelearningops

66%

38%

Modeltrainers

62%

36%

Promptengineers

58%

36%

Changeagents

56%

Q.Selectthestatementthatbestdescribesyourorganization’sexternalhiringexpectationsforeachofthefollowingrolesforthenextfiscalyear?–“Weplantohiremoreworkersofthistype”only.

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EnterpriseAIMaturityIndex2024inpartnershipwithOxfordEconomics

01AIconfiguratorsareaprimaryfocus,withrespondentssayingthisisthepositiontheyplanonhiring(53%)andupskillingorreskilling

themosttofilltheseneeds(49%“toasignificantextent”responses).

02Datascientistsarealsoafocusofexecutives,withoverhalf(51%)expectingtohireoutsidethecompanyandnearlyasmany(48%)addressingtheseskillsthroughinternaltraining.

03Experiencedevelopersarethethirdmostcriticalposition,withhalf(49%)pursuingexternalhiringand45%usingupskillingtofillstaffingneeds.

04Machinelearningengineersareslightlylessimportant,butnearlyhalfofrespondentssaytheywillhiremoreoftheseworkersinthenextfiscalyear(44%)ortrainemployeestodothiswork(42%).

Wearefocusingonaugmentation,notreplacement.So,wetendto

emphasizethatartificialintelligenceismeanttoaugmenthuman

capacities,nottoreplacethem.WearecontinuouslyhighlightingthatAIcanallowemployeesto

focusonmorestrategicandmorecreativework.

IsabelBaqué,

ChiefBusinessDigitalOfficerandProcurementDirector,Stellantis

PacesettersareevenmorelikelytosaytheyplantoexpandhiringinAI-relatedroles—acrosseveryroleinoursurvey(seeFigure3).

AmidaglobalscrambleforAItalent,Pacesettersarenotabandoningtheirexistingworkforces.TheyaresignificantlymorelikelythanotherstohaveidentifiedAIchampions(60%vs.51%),createdtrainingand

supportprogramstoreskillemployees(79%vs.53%others),andhostedAIlearningevents(61%vs.54%).

Havingtherightpeopleonboardandhelpingthembuildtheright

AIskillsarecriticalcomponentsofastrongcultureofinnovationthatwillthrivewhenemployeesfeelfreetoexperiment.Tothatend,threeout

offiverespondents(60%)areworkingtowardbuildingtrustbyenablingautonomousdecision-makingamongteams.Thiscultureofexplorationissomewhatcommon;58%saytheyempowerteamstomakedecisionsaboutAItosolvebusinessneeds,and51%encourageexperimentationwithAIusecases.

EnterpriseAIMaturityIndex2024inpartnershipwithOxfordEconomics

Nonprofitorganizationsfaceauniqueopportunity

PacesettersshowthatstrongperformanceacrossallAIIndexcomponentsismore

likelytoyieldpositiveresults.Organizationsinthenonprofitsectorareataslight

disadvantageduetotheirrelativelylimitedresources.Butwhilenonprofitsoverall

receivedlowmarksonthe“spendingandinvestment”dimensionofourAIIndex,

thisdoesnotdisqualifythemfrom

becomingPacesetters,aseventhemostmatureAIorganizationscanimprove

howtheyinvestAIfunds.Infact,16%ofallnonprofitrespondentsinoursurveymetthePacesettercriteria—whichindicatesthatmanyinthesectoraremaking

promisingAIdecisions.

Nonprofitrespondentsinoursurveyreportannualrevenueorbudgetsthreetimessmallerthanthesurveyaverage,whichmayinfluence

investmentprospects.The7.8%oftheirrevenueinvestedintechnology,whilenotsignificantlylowerthaninothersectors,doesrepresentthelowesttechnologyspendacrossallindustries.Possiblyduetoresource

constraints,thenonprofitindustryalsorecordedthesmallestAIinvestmentoverthesameperiod(12.9%).

Outliersexistinanyindustry—andamongnonprofitorganizations,

MITRE—anot-for-profitcorporationcommittedtothepublicinterestthatoperatesfederallyfundedR&DcentersonbehalfofU.S.government

sponsors—isjustthat.“We’vehadasix-decadesetofpracticesandresearcharoundAI,”saysDr.CedricSims,seniorvicepresidentof

enterpriseinnovationandintegrationatMITRE.“IfeelthatMITREisinauniquelystrongposition.Ican’tspeaktowhereothernot-for-profitsmightbe,butIthinkwe’reinauniqueposition.”

PerhapsnonprofitsarespendinglessonAIbecauseinvestmentsmustbecarefullyplanned.Nonprofitrespondentsareamongtheleastlikelyto

developtheirownproprietyAImodels(24%vs.31%surveyaverage).On

theotherhand,42%saytheyrelyonprebuiltAIsolutions—slightlymore

thanotherindustries(vs.34%allothers).Giventheirsmallertechbudgets,nonprofitsmayseeexternalAIexpertiseasacheaperandmoreefficientwaytodeveloppowerfulAIcapabilities.

ThislackofinternaltechnicalprowessexplainswhynonprofitsaremorethanfivetimesmorelikelytoreporttheirAIcapabilitiesasnotatall

mature,theassessmentofroughlyone-fifth(17%)ofexecutivesinthespace,comparedtoonly3%inallindustries.Noneinthisindustry

describestheirAIcapabilitiesascompletelymature.

EventhosethatleadtheirpeersfindareaswhereAImaturitycangrow.ForMITRE,theadditionalrequirementstodobusinessbringchallenges.“WehaveanorganizationthatwouldlikelyembraceAIverydeeply,

but[stakeholders]haven’tcaughtupwithregulations,policies,andpracticestotakeadvantageofsomeofthatvalue,”saysDr.Sims.“Wehaveatremendousspaceinfrontofustomakesomereally

greatimpact,butit’sirregularrightnow.”

Forothernonprofitorganizations,plansforstrategicAIinitiativesare

laggingbehindtheirpeersacrossindustries.Theyaremorethantwice

aslikelythanorganizationsinallotherindustriestosaythattheyareintheassessing-imaginingstageoftheirAIimplementations(26%saythisvs.12%allothers),andnearlyhalf(47%)areintheexperimenting-scalingstage.

Buttheseareasforimprovementhavenotheldbacknonprofit

organizationsfromapplyingAIininnovativeways.Forexample,MITREhasfoundawaytoincorporateAIintoemployeenavigation,skills

tracking,andresourceallocation—transforminghowthe10,000-employeeorganizationgetsworkdone.“Wecallit6DOS[sixdegreesofseparation].HowitworksisIenterinthenameofanemployeeoraprojectthat’swithinourorganization,”saysDr.Sims.“Andwiththedatathatwehaveinthe

backgroundintermsofwho’ssharinginformationwithothers—youknow,emailsthataresent,Teamsmessages,Teamsmeetingsthataresetup,thingsonthatorder—6DOSwillprovideaseriesofconnectionsbywhichImightbeabletogettothatpersonorsomeoneintheirnetwork.”

Artificialintelligenceiscontinuouslyfindingnewapplicationsasthetechnologymatures.“We’reexcitedaboutthelevelofadoption,”

continuesDr.Sims,“IwouldlovetoseeAIintegratedacrossallofourfunctionsandallofourdomainswithinMITRE.”

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Havingtherightpeople

onboardandproviding

themwithAIskillsarecriticalcomponentsofastrong

cultureofinnovationthatwillthrivewhenemployeesfeelfreetoexperiment.

Section4:

AIgovernance

Evenwithamplefunding,

thebestlaidplansforAI

transformationcanfallshortwithoutthorough,robust

governancetomitigatepotentiallycrushingrisks.

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AssessedAIappsanddatarequirements

Formalizeddatacompliance

Resourcestointegrateandoptimizedata

Mappedstructuredandunstructureddata

Addressedevolvingdatagovernanceandsecurity

Connecteddataoperationalsilos

EnterpriseAIMaturityIndex2024inpartnershipwithOxfordEconomics

FIGURE4

Pacesettersarekeenlyfocusedoncriticalaspectsofdatagovernance

There’snoAIexceptiontogarbagein,garbageout.Companiesthatwanttoleadwillneedtothinkdifferentlyabouttheirdataanditsvalue.

Others

Pacesetters

44%

65%

44%

62%

43%