2024年生成式人工智能推动待重塑企业业务增长报告（英文版）-埃森哲

Howreinvention-ready

companiesaredrivinggrowthandrelevancewithgenAI

ReinventingEnterpriseOperations

Authors

ArundhatiChakraborty

GroupChiefExecutive,AccentureOperations

YusufTayob

GlobalCommunications,Media&Technology

IndustryPracticesChair

BhavanaRao

ChiefGrowth&StrategyOfficer,Accenture

Operations

Preface

“We’reinaperiodofprofoundchange.”Theseare

openingwordsfromour2023reportonhowintelligentoperationsareabsolutelykeytoareinventionstrategythatsetsanewperformancefrontier.

What’schangedsincethen?ThenowmeasurableimpactofgenerativeAI—foreverybusiness,in

everyindustry.

Tothriveintoday’slandscape,organizationsmust

undergotransformativechange,withgenAIplayinga

pivotalrole.AndagenAI-poweredjourneytoIntelligentOperationsisabsolutelyessentialtocreatingvalue

fromthesetransformations.

IntelligentOperationsrepresentthepinnacleof

operationsmaturity,anchoredbyadigitalcoredesignedforperpetualadaptability.Apurpose-builtdigitalcore

enablesorganizationstomeettheirevolvingneedswhileseamlesslyintegratingthelatestemergingtechnologies.

Throughourextensiveexperienceindriving$39billioninP&Limpactforover2,000clients,wehaveidentifiedthatacomprehensiveoperationsstrategyincluding

Talent,Assets&Platforms,andMethods&Processesiscrucial.Andournewresearchunderscoresthatwhile

manycompanieshaveacceleratedtheirshifttomoresophisticatedoperations,onlythetopperformersareeffectivelyleveraginggenerativeAItodrivesignificantvalue.Thesefrontrunnersarereinvention-ready,

movingfasterbyleveragingtheirdigitalcoretoputhyper-automationandAItoworkandamplifytheirimpactacrossthebusiness.

Weanticipatethatcompanieswilltakeonevenmoremeaningfulreinventionstocultivatesustainable,

mature,IntelligentOperationswiththesupportofgenAI—andachieveremarkablegainsingrowth,productivity,andprofitability.

Thetimeisnowtobecomereinventionready.

ReinventingEnterpriseOperations

2

04

What’satstake:Competitive

relevance

06ThebusinesscaseforIntelligentOperations

12KnowingtheenablersofIntelligentOperations

16Amodernizeddatafoundation:ThegatewaytogenAI

Inthisreport

17

ThepathtoIntelligentOperations

19Implementadomain-centricapproachtodatamodernization

22Embraceatalent-firstreinventionstrategy

25Linkbusinessandtechteamstoco-ownreinvention

29Adoptleadingprocessestodrivebusinessoutcomes

31

Lookingahead:Organizingforreinvention

ReinventingEnterpriseOperations

3

What’satstake:

Competitive

relevance

Newtechnologies,consumerexpectations,climatechange,hybridworkandother

factorsaredrivingmassivestructuralshiftsinhoworganizationsoperatetoday.Andthechangesarehappeningatlightspeed.Morethanever,enterprisesmustreinvent,quicklyandcontinuously,tostayrelevantandcompetitiveinthisevolvinglandscape.

That,inshort,istheprizeforreinvention:

Competitiverelevance—andallthatgoeswithit.

Growth.Profitability.Innovation.Marketdominance.

Afoundationforthefuture.

Thestakesarethathigh,andmostexecutivesknowit.Ourresearchshowsthat92%ofC-suiteleadersrecognizetheurgentneedtoreinventandknowthat

generativeAIiskeytoreinventingatscaleandatspeed.1Eighty-onepercent

ofexecutivesbelievethatrapidexperimentationiskeytoscalinggenAIacrosstheirenterprisesoverthenextsixto12months.Andsevenoutof10(71%)saytheyneedtobelessrisk-aversewhenitcomestoscalinggenAIusecases.2

Clearly,amajorityofexecutivesunderstandtheurgencyofreinventingwithgenAI.Butaretheirenterpriseoperationsreadytosupportsuchreinvention?

ReinventingEnterpriseOperations

5

Thebusinesscase

forIntelligentOperations

Our2024surveywasstructuredwiththatquestioninmind.

Wespoketo2,000seniorexecutives(57%C-levelorequivalent)across15industriesand12countries(Figure1).Ourgoalwastoassesstheextenttowhichenterpriseoperationsareprepared

todrivebusinessoutcomeswithgenAI.

ReinventingEnterpriseOperations

6

Figure1:Surveydemographics

Shareofsurveyrespondentsbycountry

15%

China Japan IndiaAustraliaBrazil

13%

10%

5%5%

20%

5%

UnitedStatesCanada

7%

6%5%

5%5%

UnitedKingdomGermany

Spain ItalyFrance

n=2000

Automotive Banking ChemicalsCommunications

ConsumerGoodsandServicesHealthcare

HighTech InsuranceLifeSciences Media OilandGasRetail

SoftwareandPlatformsTravel

Utilities

Shareofsurveyrespondentsbyindustry

5%

7%

4%

5%

7%

8%

5%5%5%

5%

7%

10%

10%

10%

5%

ReinventingEnterpriseOperations

7

CEOFinanceHR

SupplyChainProcurement

StrategyOperationsTechnologyMarketing

SalesCustomerService

Legal,RiskandComplianceSustainabilityOther*

11%

11%

Shareofsurveyrespondentsbyorganizationalfunction

10%

8%

7%

8%

8%

8%

5%

5%5%

7%

4%

2%

n=2000

Note:(*)OtherincludesGBSHeadsandGlobalProcessOwners

Shareofsurveyrespondentsbyrolelevel

21%

%36%

C-Level

●DirectorLevel●VPLevel

ReinventingEnterpriseOperations

8

Organizationswereevaluatedacrossfourcriteriaofoperationsreadinessto

assesswheretheyareontheIntelligentOperationscontinuum(Figure2).

Organizationscharacterizedas“Foundational”areintheearlieststagesoftheirjourneywhilethoseassessedas“Reinvention-ready”havefullymodernized,

AI-ledprocesses.

01Foundational

FoundationalassetsthatdrivecostoptimizationandbasicSLAs

03Insights-driven

Fullymodernized

datagearedtowardcustomerexperience

02Automated

Automationand

adoptionofdescriptive,predictableAI

04Reinvention-ready

Hyper-automationandAIatscaletodrive

businessoutcomes

ReinventingEnterpriseOperations

9

ReinventingEnterpriseOperations

Figure2:HowweassessIntelligentOperations

Foundational

Insights-driven

Reinvention-ready

56%

16%

20%

8%

Automated

Decentralizeddataownershipbydomainswithfederated

governance.

Maturedataproductscuratedbydomainexpertsandhostedonaself-servicemarketplace.

On-demand,nearreal-time

analytics,advancedmodeling

anddatascience,fordata-drivendecisionmaking.

Deploymentoflow-code/no-codeautomationfor

exponentialefficiency.

TraditionalAIdeployedin

nearlyallprocesses,redefiningperformancebenchmarks.

GenAIPOCsbeingproductizedacrossmultiplefunctionsand

businessunits.

2%

Reinventing

Reinvention-readycompaniesthatarealreadyscaling

genAIanddrivingexceptionalbusinessoutcomes.

Fullymodernizeddata

foundationandend-to-endplatformintegration,that

supportshyper-automationacrossmostprocesses.

ApplicationoftraditionalAItoaugmenttasksatscaleandrapidscalingofgenAIusecases.

Whilebasicoperationscost,andService-levelagreements(SLAs)mightbeinplace,automationoftaskshasnotbegunorisatveryearlystages.

ThereisnoAIstrategyand

executionroadmapinplace.

Dataisstoredinsiloswithout

muchinterconnectivityacross

transactionsystems;andismainlyanalyzedforhistoricalreporting.

Talent

10

SpecializedtalentfullypreparedforAI-ledenterprisereinvention.Strategicworkforceplanning,rolereinventionandcontinualupskilling,andflexibletalentsourcingtomeettalentneeds.

Assets&platform

Technologyandbusinessteamsjointlyownhowassets,platformsandproductsaredeveloped,withecosystempartnerstoleveragedescriptive,predictiveandgenAIassetsforbusinessoutcomes.

Methods&process

Rule-basedandadvancedprocesseshavegonethroughend-to-endtransformationtoachievehighlevelsofstandardization.Processminingandbenchmarkingdrive“best-in-class”performance.

Fourcriteria—andlearningsfromthousandsofclientassessments—areusedtoassessorganizationsacrosstheIntelligentOperationsjourney.

AlothaschangedsincewelastassessedorganizationsonIntelligent

Operationsbackin2023.Overthepastyear,thenumberofReinvention-readycompanieshasnearlydoubledfrom9%to16%.Theseareorganizationsthat

havemodernizedtheirdatafoundationstosupportstrongbusinessoutcomes,achievedend-to-endplatformintegrationandarehyper-automatingmostof

theirprocesses.TheyarealsosuccessfullyapplyingtraditionalAItoaugmenttasksatscaleandarerapidlyscalinggenAIusecasestodrivenewgrowth.

ComparedtotheirFoundationalcounterparts,Reinvention-readyorganizationshave:

2.5x

higheraveragerevenuegrowth

2.4x

greater

improvementsin

productivity

3.3x

higherlikelihoodtosucceedatscalinghigh-valuegenAI

usecases

Furthermore,asmallbutelitesubsetofReinvention-readycompanies—

just2%—arealreadydeployinggenAIatscaleandarereportingexceptionalreturnsontheirinvestments.

Theseorganizationsdonothaveasecretweaponorspecialsuperpowerthatallowsthemtoachievetheseoutcomes.Theyhavemodern,matureoperationsthatareheldupbythreecriticalenablers.

ReinventingEnterpriseOperations

11

Theenablersof

IntelligentOperations

ToachieveIntelligentOperations,organizationsmust

addresshowtheytransformTalent,Assets&Platforms,

andMethods&Processes.Our2024researchshowsthatorganizationshavebeguntotakeamoreholisticviewof

reinventingenterpriseoperationsandarepayingequal

attentiontothethreeenablersofIntelligentOperations.

They’remakingallthreeapriority.Thisisadeparturefrom2023whenmanyorganizationsfocusedonjustoneortwoenablersatatime.Organizationsnowrealizethatthethreeenablersarelikethelegsofathree-leggedstool:each

playsacrucialroleinsupportingreinventionwithgenAI.

Reinvention-readycompaniesexcelatdevelopingallthreeenablersinparallelandapplyingtheminunison(Figure3a).

Figure3a:TheenablersofIntelligentOperations

Talentisfullypreparedfortech-led

enterprisereinvention

92%

Reinvention-ready

19%

Automated

1%

Foundational

Extensivecollaborationtoreinvent

assetsandplatforms

87%

Reinvention-ready

18%

Automated

1%

Foundational

Methodsandprocessesareapplied

acrossallbusinessfunctions

Reinvention-ready

20%

Automated

5%

Foundational

87%

ReinventingEnterpriseOperations

12

Bycomparison,organizationsattheFoundationalandAutomatedlevelsstruggletosuccessfullyapplythethreeenablers(Figure3b).

Figure3b:TheenablersofIntelligentOperations

Talentisrelativelyinflexibleand

unpreparedfortechchanges

1%

Reinvention-ready

31%

Automated

82%

Foundational

Methodsandprocessesarein

limiteduseornotappliedatall

1%

Reinvention-ready

30%

Automated

78%

Foundational

Collaborationtoreinventassetsand

platformsislimitedornon-existent

Reinvention-ready

2%

Automated

34%

Foundational

88%

Whileallthreeenablersarecriticaltoreinvention,andallthreeshouldbepushedforwardinunison,it’simportanttonote

thateachphaseoftheIntelligentOperationscontinuumhasaprimaryenabler(Figure4a).

Forexample,Assets&PlatformsistheprimaryenablerforcompaniesthatarelookingtotransitionfromFoundationaltoAutomatedoperations.Akeyingredientatthisstage

isagovernancemodelforkeyautomationprojectswith

feedbackloopsforbusinessneeds.Companiesthatempowerbusinessandtechteamstojointlycreateassetsandplatform

developmentroadmapsaretheonesthatgraduatesuccessfullytoAutomatedoperations.

Similarly,Methods&Processesisaprimaryenablerfor

organizationsattheReinvention-readystage.Comparedto

organizationsattheInsights-drivenlevel,Reinvention-ready

companiesareabletoexecuteprocessminingaswellasinternalandexternalbenchmarkingtodrivebest-in-classperformance.Theirprocesseshavebeentransformedend-to-endwithahighlevelofplatformintegrationandhyper-automation.Almost

nineoutof10(87%)ofReinvention-readycompaniesexcelat

developingMethods&Processescomparedtoonly47%ofthoseattheInsights-drivenstage(Figure4b).

ReinventingEnterpriseOperations

13

Foundational

Automated

Insights-driven

Reinvention-ready

Figure4a:PrimaryenablersinthejourneytoIntelligentOperations

TalentEmployeesarerestrictedtotheirrespective

functionsandprocesses.

Talentstrategiesarerelativelyinflexible,

andteamscontinuetobemeasuredon

traditionalSLAsofproductivityandoutput.

Machines(automation,technology,analytics)automatepartsofhumanrolesforsome

businessprocesses.

Theorganizationisbeginningtopromotetalentmovementacrossfunctions.

Machinesautomateandaugmenthumanworkformajorbusinessprocesses.

Theorganizationusesaninternaltalent

marketplaceforon-demandcollaborationwheredynamicprojectteamscanrotateonandoffprojectsasperstrategicneeds.

Machinesaugmenthumanworkinnearlyallprocesses.

OrganizationisequippedwithspecializedtalenttoaccelerateAIadoption.

Strategicworkforceplanning,rolereinventionandcontinualupskillingensuresastrong

talentpipelinealignedtostrategicpriorities.

Assets&platforms

Technologyanddomains/businessfunctionsmakesiloeddecisionsontransformationprograms.

Governanceoverkeyprojectsisadhoc,withlimitedjointexecutivesponsorshipfromtechnologyandbusinessfunctions.

Governancemodelsforkeyprojectshavebeenestablishedwithfeedbackloopsforbusinessneedsandtechnologypriorities.

Jointproductsroadmapsdevelopedforselectdomains/functions.

Technologyandbusinessfunctions

collaborateacrosssomefunctionstodrivefocusedinvestmentsanddeployments.

Jointgovernancemodelsforkeyprojectsallowtheorganizationtoquicklyadapttochangingbusinessneeds.

Technologyandbusinessteams,partnertodriveorganization’sstrategicroadmapandintegrateecosystempartners.

Technologyandbusinessexperts,partnertoidentify,createandscaleAI+Automationusecases.

Methods&processes

Fragmented,non-standardprocessesthathavegonethroughveryfewlean/processimprovementcycles.

Internalbenchmarkingdataisunstructuredanddated.

Leadingpracticesandinternal

benchmarkingdataisusedtomeasuresomeprocesses.

Moderatelyrule-basedprocessesthat

havegonethroughbasicimprovementswithpointsolutions.

Advancedstandardizedprocesseswithpoliciesandpracticesthatarelargelyaligned.

Processminingandinternal

benchmarkingdataisusedtodriveprocessimprovements.

Processminingaswellasinternalandexternalbenchmarkingisusedtodrive“best-in-class”performance.

End-to-endtransformedprocesseswithhighlevelofplatformintegrationand

hyper-automation.

ReinventingEnterpriseOperations

14

Figure4b:PrimaryenablersinthejourneytoIntelligentOperations

2023

Reinvention-ready

9%

Insights-driven

25%

Automated

48%

Foundational

18%

2024

16%

20%

56%

8%

Deployingclass-leadingmethods&processes,

includingprocessminingandbenchmarking,

separatesReinvention-readyoperationsfrombeingInsights-driven.

Insights-driven(47%)vs.Reinvention-ready(87%)

DevelopingtalentreadyofAI-ledreinventionis

atopmostenablerforcompaniesmovingfrom

AutomatedoperationstoInsights-drivenoutcomes.

Automated(19%)vs.Insights-driven(61%)

Bringingtogetherbusinessandtechteamstojointlydevelopassets&platformsisthemostimportant

enablertomovefromFoundationaloperationstoAutomationoutcomes.

Foundational(12%)vs.Automated(66%)

ReinventingEnterpriseOperations

15

Amodernizeddatafoundation:ThegatewaytogenAI

Inadditiontoaddressingallthreeenablers,Reinvention-ready

organizationsalsohavemuchhigherlevelsofdatamodernization

thantheircounterpartsatotherlevels.Theyrecognizetheimperativeofhavingtherightdatastrategiesandcoredigitalcapabilitiesin

placetoeffectivelyleveragegenAI.Their

dataassets

aredesigned

forgenAIusecases,theyhaveclearrolesdefinedfordata

governanceandtheyareabletotracealloftheirdatathroughoutthelifecycle,allthewaybacktothesource.OurresearchshowsthatamoderndatafoundationisyetanotherthresholdseparatingReinvention-readycompaniesfromtheirpeers(Figure5).

Figure5:Momentumfrommodernizeddata

61%

Dataassetsaremodernized

forgenAIusecases

Reinvention-ready

Automated

Foundational

40%

29%

Organizationscantracedatafrom

thesourcethroughthelifecycle

60%

Reinvention-ready

34%

Automated

27%

Foundational

Organizationshaveclear

datagovernanceroles

Reinvention-ready

Automated

37%

Foundational

29%

62%

ReinventingEnterpriseOperations

16

Thepathto

IntelligentOperations

Our2024researchaswellasanecdotalevidencefrommorethan1,000completedgenAIprojectsshowacorrelationbetweenanorganization’sinvestmentinIntelligentOperationsanditsabilitytoscalegenAI.We’refindingthatcompanieswithIntelligentOperationsareabletoacceleratetheiruseofgenAI,whichthendrivestheevolutionoftheiroperations,

whichthenextendstheiruseofgenAIandsoon.It’savirtuousbutco-dependentcycle.

OurresearchindicatesthatthenumberoforganizationswithIntelligentOperationsisincreasingeachyear.

Butchartingoutawell-definedroadmapcontinuestobeoneofthebiggest

challengestheyface.What’sthebestpathforward?Whatarethenon-negotiableelementsthatmustbeaddressedateachstageofthejourney?Herearefour

actionsorganizationsshouldtaketochartacourse,identifygapsandmoveforwardwithIntelligentOperations.

ReinventingEnterpriseOperations

18

01

Implementadomain-centric

approachtodatamodernization

Reinvention-readycompanieshavecentralizeddatagovernanceandadomain-centricviewofdatamodernization.ThiscreatesastrongdatafoundationthatisreadyforAI-ledreinvention.

Onewaytoevaluateadatafoundationistoevaluatehowthethree

enablers—Talent,Assets&Platforms,andMethods&Processes—interactwithdataonaneverydaybasis.Dopeoplehaveaclearunderstanding

ofhowtocreate,handleandconsumedata?Areprocessesandtools

connectedacrossfunctionssodifferentteams—sales,supplychain,

service,HR,finance,R&D—allhaveaccesstothesamedataandanalyticsusingtheirfavoritetools?Isdatastructuredinastandardizedway,with

securityandaccessibilitybakedin,usingcommondataformatsthatallowittobeaccessedbyAItoolsacrossthebusiness?

ReinventingEnterpriseOperations

19

Thesearethehallmarksofamoderndatafoundation.Andit’swheremostcompaniesstruggle.Modernizingthedatafoundationtakesasignificantamountoftimeandresources.Ourresearchshowsthat71%of

Foundationalorganizationshaveadatafoundationthatisn’tmodernizedenoughtogetthefullvalueofgenAIacrosstheorganization.

Accesstoqualitydataisakeyconsideration.MorethanoneinthreeReinvention-readyorganizationsenablehigh-speedaccesstoqualitydataandmetadataassetsthatarefreeofinconsistenciesandredundancies.

Thisismadepossiblebyplacingequalresponsibilityonbusinessteamsanddomainexpertstomodernizethedatafoundation(Figure6).

Figure6:Error-freedataassetswithsupportingmetadata

15%

19%

35%

●Reinvention-ready●Insights-driven

●Automated.Foundational

%

ReinventingEnterpriseOperations

“

Ithinkunderstandingthedata

governanceprocessissocritical.

Communicatingthatacrossthe

organizationrequiresalotofeducationwhichshouldnotbeunderestimatedeventhoughitmaybeobvious.”

ChiefDataOfficer,

GlobalRealEstateServicesProvider

20

Clientstory

Newdatafoundationdrives$70Minnewgrowth

Thisindustrialgiantthatmanufacturestoolsand

industrialequipmenthasgrownrapidlybyplacing

therightbets—notonlyonnewproductsandwaysofworkingbutalsoondigitaltechnologiestooptimizeitsfinanceoperations.Digitaltransformationand

growthinitiativeswerecrucialtothecompany’s

abilitytointegrateacquisitionsandsupportrapid

growth.Accenturecollaboratedwiththecompany

todevelopanagileandresilientfinanceoperating

model,centralizingkeyprocesseslikeProcuretoPay(PTP),OrdertoCash(OTC),RecordtoReport(RTR)

andcustomerservice.

NewmanagedservicecentersbasedontheSAP

S/4HANAplatformarenowusedtodeliverthe

processes.Thecompanyalsoimplementedanew

datafoundation—whichinvolvedarevampofdata

strategyandgovernance—alongsideaCenterof

Excellencetoboostanalyticscapabilities.Using

Accenture’sAI-poweredSynOpsplatform,thisclienthasstreamlineditsoperations,centralized80%ofitsaccountingprocesses,improvedefficiencyby47%,achieved50%touchlesstransactionsandgeneratedupto$70millioninnewbusinessvalue.

ReinventingEnterpriseOperations

21

02

Embraceatalent-firstreinventionstrategy

Leadingorganizationsputpeopleatthecenterofreinvention.

IntheageofAI,thatmeansreshapingtheworkforcesothatnewrolesaligntobusinessneedsasthetechnologyevolves.Itmeansofferingcomprehensive

trainingtoworkerssotheycanthriveintheirrolesandtakefulladvantageof

thepowerofgenAI.Itmeansreinventingworkandrethinkingprocessesand

entireworkflowstogainaclearviewofwheregenAIcanhavethemostimpactinservingcustomers,supportingpeopleandachievingbusinessoutcomes.

Thisdeepdependencyonpeopleisoftenoverlookedwhileplanningfor

genAI-poweredreinvention.Ourresearchshowsthat82%ofFoundationalorganizationsdonothaveatalentreinventionstrategyinplace.They’renotplanningaheadtomeetworkforceneeds,acquirenewtalentortrainand

upskillworkerstopreparethemforgenAI-ledworkflows.

ReinventingEnterpriseOperations

22

Bycomparison,92%ofReinvention-ready

organizationshaveawell-definedtalent

strategytoaddressworkforceplanning,role

reinventionandcontinualupskilling(Figure7).Thisensurestheyhaveastrongtalentpipelinethatisalignedtotheirstrategicpriorities.

Talentstrategymustgobeyondskills

development.Programsandpoliciesmustbe

inplacetoensureemployeesarephysically,

emotionallyandfinanciallysafe,thattheirworkismeaningfulandtheireverydaygoalsmotivate

them.Thishastheaddedadvantageof

attractingnewhireswithdifferentbackgroundsandlivedexperienceswhocanbringcognitivediversityandinformedperspectivestothe

continuousjourneyofreinvention.

Astrongtalentstrategywillalsoaddress

upskillingandlearning.Trainingprogramsfornon-technicalteamsshouldfocusinthree

areas:AIliteracyprogramsshouldteachthebasicsofgenAIincludingitscapabilities,

limitationsandrisks.Practicalapplications

trainingshoulduseworkshopandsandboxenvironmentstodemonstratehowAIcan

enhancespecificbusinessfunctionslike

marketing,customerserviceandoperations.

Changemanagementprogramsshouldbe

designedtohelpteamsadapttonewworkflowsandembraceAI-drivenprocessinnovations.

Figure7:Organizationsinvestinginathree-prongedtalentstrategy

1%

19%

92%

%

●Automated●Foundational

●Reinvention-ready●Insights-driven

ReinventingEnterpriseOperations

“

Akeymeasureofsuccessis

productivityandreducingrepetitivetasksthatgiveourpeoplemoretimetospendwithourcustomersand

workingondealingwiththemore

interestingpartsoftheirrole.Projectspecificmeasuresincludeimprovingcodequalityandsimplifyingprocessessothatthebankcanreduceservicingtimesforcustomers.”

LesMatheson,

GroupExecutiveDigital,

DataandChiefOperatingOfficer,NAB

23

Clientstory

ReinventingHRservicesandemployeeexperience

HSBC,oneoftheworld’sleadingfinancial

institutions,launchedaglobalinitiativeto

enhanceemployeeexperienceandincreaseproductivitywiththegoalofboosting

shareholderreturnsandcustomersatisfaction.

ThistransformationrequiredHSBCtomodernizeanddigitizeitsHRfunctiontoaddressthe

challengesposedbymanual,fragmentedlegacyprocessesacrossdifferentcountries.

AccenturehelpedHSBCimplementtechnologyandchangemanagementsolutionsincluding

experiencedesign,globalprocessconfigurationandlocalizationtocomplywithcountry-specificregulations.TheoverhaulintroduceddigitalHR

solutionsfromSAP,ServiceNowandMuleSofttostreamlineHRprocessesandimprove

serviceaccessibility.HSBCemployeesare

nowabletoinstantlyaccessinformationto

makeinformeddecisionsandcanaccessHRservicesandsupportfasterthaneverbefore.

Theimprovementsencompasscoreservices

suchaspayrollandworkforceadministrationaswellasnewcapabilitiesintalentmanagement,careerdevelopmentandperformance

management.Withfasteraccesstodata-led

insights,HSBCleadersarebetterequippedtomakestrategicdecisionsregardingtheirteamsandpersonnel.

IntelligentOperationsenablesgenAI,whichimprovesIntelligentOperations,whichfurtheradvancesgenAI.It’savirtuousbutco-dependentcycle.

ReinventingEnterpriseOperations

24

03

Linkbusinessandtechteamstoco-ownreinvention

GenAIismorethanatechnology.It’sthedriverofaculturalshiftthataffectstheentireenterprise.

Soit’svitalthattechandbusinessteamsco-ownoutcomesandworktogetherwhenmakingdecisionsaroundgenAI.Thatmeansreimagininghowteams

collaborateanddesignsolutions.

ThisisoneofthestarkestdifferencesbetweenReinvention-readyand

Foundationaloperations.Inourresearch,87%ofReinvention-readycompanies

standoutfor“extensivecollaboration”betweentheirtechandbusinessteams.

Theseorganizationshavecreatedacultureofcross-functioncollaborationwhereformerlysiloedteamsworktogethertoidentifyandprioritizegenAIusecases

thataligntotheorganization’sstrategicgoals.Collaborationbetweenteamsthendrivesinnovationasbothteamsjointlyownhowassets,platformsandproductsaredevelopedtoleveragethefullcapabilitiesofgenAIacrosstheenterprise.

Bycomparison,88%ofcompanieswithFoundationaloperationssaythereislittleornocollaborationbetweentheirtechandbusinessteams.Thishinderstheir

abilitytoadoptmoderndata,automateprocessesanddeployAI.

ReinventingEnterpriseOperations

25

Attheendoftheday,genAIisatechnology,sotechteamsplayavitalroleinmergingitwith

theorganization’sdigitalinfrastructure.Techteamsmustassessandselectfromamo