




版权说明:本文档由用户提供并上传,收益归属内容提供方,若内容存在侵权,请进行举报或认领
文档简介
AIin
Action
2024
thinkreport
Foreword
Asleaders,valuecreationisaperpetualbusinessimperative—andthebestwaytobecome,andjustasimportantly,stay
successful.Intoday’sinnovation-drivenmarket,AIisthepathtovalue.AholisticAIstrategywilllaythegroundworktotakeone’scompanyfromgoodfornowtogreatforthefuture.
TheAIinAction2024reportidentifieswhatseparatesAI
LeadersfromAILearners.Fromproductivitytoprofitability,
theseAILeadersarereapingtherewardsofAItoday.Infact,
two-thirdsofLeadersreportAIhasdrivenagreaterthan25%improvementinrevenuegrowthrate.Inaddition,27%–38%ofLeadershighlightsignificantimprovementsacross5keyareasofvalue:productivity,cybersecurity,customerexperience,
marketingeffectivenessandstreamlinedprocesses.
Greatleadershipisanattributethatcanbesharpened.Itisin
thisspiritoflearningtoleadthatwe’reexcitedtosharewithyouthequalitiesandskillsthatmakeanAILeader.Weencourage
youtotakethetimetoreviewtheAIinAction2024report.Within,you’llhearfromexpertswhowillcontextualizethe
findings,providinginsightsandcorrelationsthatcancatapultyouaheadinyourAIjourney.
Thefutureawaits.TheseinsightswillhelpyoudeployAI
responsibly,creatingmorevalueandacceleratinggrowththatseparatesyoufromthepack.
MohamadAli
SeniorVicePresidentIBMConsulting
2
Tableofcontents
05
11
19
27
35
40
42
Introduction
Chapter1
EyesontheAIroadmap
Chapter2
Datadrivesinnovation
Chapter3
Perfectionistheenemyofprogress
Chapter4
Getreadyfortheroadahead
Appendix1
AIaroundtheworld
Appendix2
Abouttheresearch
AIinAction|©2024IBMCorporation3
Introduction
It’smorning
intheageofAI
Afterdecadesoffoundationbuilding
andincrementalprogress,AIhastakenanexponentialleapforward.Whatwasonceanoveltyhasbecomeabusinessnecessity.
AIinAction|©2024IBMCorporation
TheexcitementaroundAIhasinspiredan
endlessscrollofhypeandhyperbole.There’snoshortageofconjecture.AIinActionbringsreal-worlddatatotheconversationtoexplore
asimplequestion—duringthiscriticalperiod,whatlessonscanbelearnedfromanAI
vanguardalreadyseeingresults?
Tothatend,IBMpartneredwithTheHarris
Pollandsurveyed2,000organizationsfrom
acrosstheglobe.Wediscoveredthat15%—a
groupwecallLeaders—riseabovethebuzzandachievequantifiableresults.
6
Infact,two-thirdsofLeadersreportthatAIhasalreadydrivenagreaterthan25%improvementinrevenuegrowthrate.
Seedataonpage9
2/3of
Leaders
27%–38%ofLeadersarealreadyseeing
significantimprovementsacross5key
areasofvalue:cybersecurityandresilience;
customersatisfaction,engagement
andretention;marketingeffectiveness;
streamlinedprocesses;andstaffproductivity.
27%–38%ofLeaders
AIinActiondeliversaclear
assessmentofLeadersandoffersexpertcommentaryonhow
Learners—theremaining85%of
thosesurveyed—canjointheirranks.
WediscoveredthatLeadersdon’t
mindlesslychasetrends.Instead,they
lookfortheintersectionofopportunity,needandinternalcapabilitiestodevelopanaction-orientedroadmap.Theyfosterorganization-widealignmentthrough
clearandauthenticcommunication.
Leadersalsounderstandthatastrong
datafoundationdeliverstheflexibilitytocustomizeAI.Theyrelyonahybridcloudstrategyandamultimodel,platform-
basedapproach.Theyunderstandthe
perilsof“theperfectiontrap,”seek
partnersthatcandrivetrust,andare
committedtoincrementalimprovementthroughcontinuousexperimentation.
AIinAction|©2024IBMCorporation7
Let’sexplorethepaththey’vealreadyblazed.Andifyou’reaLeaderandwanttostaythatway,keepreading.
LeadersandLearnersbyindustry
LeadersandLearnersbyregion
Finance
India
Manufacturing
Germany
84%
Learners
84%
Learners
77%
Learners
87%
Learners
16%
Leaders
16%
Leaders
23%
Leaders
13%
Leaders
Retail
Telco
UK
Japan
87%
Learners
82%
89%
Learners
Learners
93%
Learners
13%
Leaders
11%
Leaders
18%
Leaders
7%
Leaders
US
77%
Learners
23%
Leaders
8AIinAction|©2024IBMCorporation9
Chapter1
EyesontheAIroadmap
ThepotentialofAIisoverwhelming.Organizationsmustfindfocusamidafrenzyofpossibilitieswithan
actionableroadmapthatchartsapaththroughtheiruniqueterrain,notsomeidealizedstate.
AIinAction|©2024IBMCorporation
ThesurveydatarevealsthatLeadersbuildaroadmapinformedby4AIdimensions:strategy,toolkits,datamanagementandapplications.Strategyrequires
visionandinvestment;toolkitsmustbesupportedbyatechnicalstaffandflexibleinfrastructure;
datamanagementisgroundedinaccessibilityand
governance;andapplicationsshouldreliablyaddressabroadarrayoftargetedusecases.
Ahigh-fidelityroadmaprequiresfeedback.Leaderslistentoallstakeholdersandaremindfulofinternallimitations.
12
4AIdimensions
Strategy
Strategyrequiresvisionandinvestment.
Toolkits
Toolkitsmustbesupportedbyatechnicalstaffand
flexibleinfrastructure.
Datamanagement
Datamanagementis
groundedinaccessibilityandgovernance.
Applications
Applicationsshouldreliablyaddressabroadarrayof
targetedusecases.
AclearroadmapfostersthetypeofC-suite
alignmentthatseparatesLeadersandLearners.Itplotsspecificgoalsacrossatimelineanddefinesthemetricsusedtomeasuretheirsuccessful
implementation.
“TogetAItoscale,youhavetopresentareallytightvaluecaseonhowAIisgoingtoachieve
yourorganization’smission.”
CathyReese
SeniorPartner,Data&
TechnologyTransformationIBMConsulting®
WhenLeadersshareacommonvision,theyavoidsowingconfusionandinertiathroughouttheir
organization.“Aslighthesitationatthetopbecomesabigroadblockatthebottom,”warnsKurupPrasad,SeniorPartner,ServiceLineLeader,IBMConsulting.
Breadthofvisionisalsoadistinguishingfactor
betweenLeadersandLearners;Leaderscovermoregroundwiththeirroadmaps.Insteadofapiecemealapproach,theypreferholisticstrategies.
RespondentswhofollowanAI
roadmapinsteadoftakingamoreopportunisticapproach
Leaders
85%
Learners
72%
RespondentswhosaytheirC-suiteisfullyalignedwithITleadershipaboutwhatneedstobedoneto
achieveAImaturity
Leaders
IIW72%
Learners
I36%
PercentageofthosewhosaytheirleadershipclearlyunderstandsthebusinessvalueofAIinvestments
Leaders
IlI73%
Learners
I40%
AIinAction|©2024IBMCorporation13
ForLeaders,broaddoesn’t
meanvague.Accordingtothesurveydata,theyprioritize4
usecases:improvingcustomerexperience,IToperationsand
automation,virtualassistantsforexternalapplications,
andcybersecurity.
Topusecasesbyindustry
IndustryTopusecase
Finance
VirtualassistantforexternalapplicationsandAI-enabledsearchengines
Telco
IToperationsandautomation,andvirtualassistantsfor
internalapplications
Retail
Improvedcustomerexperience
ManufacturingIToperationsandautomation
Leadersare
approximately80%morelikelythan
Learnerstoinvestinthetop4usecases.
14AIinAction|©2024IBMCorporation15
ShobhitVarshney,VicePresidentandSeniorPartner,AmericasGenAIIoTLeader,IBMConsulting,urgesorganizationstoidentifyusecasesbyemphasizing
impactinsteadofconvenience.“It’stempting
tostartanAIjourneywithwhat’squickestto
implement,”henotes,“butLeadersuncover
bigmeatyopportunitiesthataregoingtomovetheneedle.”
Varshneyrecommendsfocusingonend-to-end
workflows.“AIandautomationcanmakeamessyflowsmart,”hesays.
Noonefeelsinternalpainpointsmoreacutely
thanfrontlineemployees.Workersareincreasinglyeagertooffloadroteandrepetitivetasks,suchas
paperworkandmanualdataentry,sotheycanfocusonhigher-valueactivities.InvolvingtheminanAI
strategyallowsthemtofeelawareandengaged,andsparksexcitementaroundatechnologytheymightotherwisefindintimidating.
Revenuegrowth
Respondentswhoreportasignificant—greater
than50%—improvementinrevenuegrowthrate
attributabletotheirAIinitiatives
30%
17%
LeadersLearners
Respondentswhoreportamoderate—greaterthan25%butlessthan50%—improvementinrevenuegrowthrateattributabletotheirAIinitiatives
34%
37%
Leaders
Learners
16
“Nomatterhowstellaryourtechnicalskills,platforms
andcapabilities,you’llneverachievesuccessifyoudon’texhibitstrongleadership
andchangemanagement,”explainsReese.“Youmust
keeptheuserfrontofmind.”
Reeseurgesorganizationstoavoidwell-wornjargonandoverlyoptimistictalkingpoints.Inthelanguageofbusiness,there’snothingmorecompellingthan
success,soReesebelievesit’simportanttoheraldAIwins.ThesurveydatarevealsthatLeadershavealottocelebrate.
Profitability
Respondentswhoreportasignificant—greaterthan50%—improvementin
profitmarginssincethestartoftheirAIinitiatives
29%
18%
Leaders
Learners
Respondentswhoreportamoderate—greaterthan25%butlessthan50%—improvementinprofit
marginssincethestartoftheirAIinitiatives
33%
37%
Leaders
Learners
Key
takeaways
123
Itdoesn’tmatterifanAI
roadmapworksonpaper;
itmustworkinpractice.
Craftingaroadmaprequiresaclear-eyedevaluation
ofbusinessobjectives,
internaltechnicalcapabilities
andanorganization’schangemanagement.
Leaderspursueaholistic
AIstrategyandengage
stakeholdersacrosstheir
organizationsotheycan
prioritizeinfusingAIwhere
it’smostimpactful.Theygiveemployeesanopportunity
toredesigntheirjobstowardhigher-valuework.
Leadersmusthave
strongstorytellingskillstogenerateexcitementandbuy-in.Successiscontagious.Celebrate
winsandcommunicateauthentically.
AIinAction|©2024IBMCorporation17
Chapter2
Datadrivesinnovation
Whenanewtechnologybecomes
prevalent,innovationcanbecome
monotone.Whatoncesharpeneda
competitiveedge,dullsit.Leaders
recognizethattheymustcustomizetheirAItoolstostandoutfromthe
crowd.Dataisthedifferencemakerandcommittingtoastrongtechnicalfoundation—includingahybridcloudstrategyandamultimodel,platform-basedapproach—fuelsagility.
AIinAction|©2024IBMCorporation
“ALearnerwilltypicallycopy
predefinedscenariosusingout-of-the-boxtechnologies.ButaLeaderdevelopscustominnovations.”
Dr.StephanBloehdorn
ExecutivePartnerandPracticeLeader
AI,AnalyticsandAutomationIBMConsultingDACH
72%Leaders
33%Learners
RespondentswhobelieveintheirabilitytocustomizetheirAIeffortstoachieve
optimalvalue
20
Customizationisparticularly
importantforusecasesthat
benefitfrompersonalization,
suchasmarketingandcustomerexperience.Nosurprise,then,
thatretailorganizationsaremostlikelytoreporttheycustomize
AIsolutionsforoptimalvalue.
“AIcanprovidereallymeaningfulanswersto
questionswhenithastherightdata,”Varshneyexplains.“Rightnow,there’sfrictionless
accesstoexternalknowledge.Thenext
frontierisgettingAItocrossthechasmand
getinsideanenterprisesoitcanabsorb,learnandbecomeyourcompetitiveadvantage.”
Respondentswhoagreethestatement“WecustomizeAIsolutionsforoptimalvalue”describesthemverywell
42%
Finance
40%
Manufacturing
44%Retail
40%Telco
AIinAction|©2024IBMCorporation21
ConfidenceindatamanagementisoneofthestarkestdifferencesbetweenLeadersandLearners,accordingtothesurvey.
ManyLeadersusedatafabricstoknockdown
silos,ensureinteroperabilityandorchestratefluid
datamovementacrossplatforms.Similarly,data
lakehouseshelporganizationstrackwheredata
originates,howitflowsthroughsystemsandhow
itgetstransformedalongtheway.Thistypeofvisualdatalineageboostsgovernanceandconfidence.
Strongdatalabelingisalsoanimportantpartofdatamanagement.Likewise,syntheticdatageneration
anddataacquisitioncanbridgedatagaps.
Respondentswhobelieveintheirability
toaccessandeffectivelymanagetheir
organization’sdatatosupportAIinitiatives
Leaders
61%
Learners
11%
Respondentsinvestinginadatafabrictoenableaccesstohigh-qualitydata
Buildingauniquedatacorpuscanpower
customAI.Leadersrecognizeexperimentingwithmultiplemodels—orcreatingunique
ones—alsodrivesdifferentiation.
Choosingtherightmodelisanexerciseinbalancingtrade-offs,suchassize,cost,speed,securityand
theimportanceofuniqueoutputs.Off-the-shelf
modelsareoftenpowerfulbutopaqueandinflexible.
WhenLeaderstuneopenmodelsorbuildnichemodelswiththeirproprietarydata,theyseizecontrol.Theycanreducerisk,right-sizefortheusecaseandgetcontextuallyrelevantoutputs.
CentralizingAIassetsonaplatformalsofacilitatesflexibilityandscale,explainsVarshney.Built-in
toolsandlibrariesdriveproductivity,enhancesecurityandstreamlinedatamanagement.
“Whenyou’rebuilding
ontopofaplatform,”he
explains“youcangetintoproductionfasterandwithmoreconfidence.”
Inaddition,ahybridcloudstrategyfostersthetypeofcost-efficientflexibilityneededtoscaleAIprojectsacrossacustominfrastructure.
Leaders
44%
Respondentswhousemultiplemodels
Learners
RespondentswhouseAPIstocreatetheirownsolutions
33%
62%Leaders
61%Leaders
32%Learners
28%Learners
22AIinAction|©2024IBMCorporation23
“Ifyouhaveahybridcloudstrategy,youcanshifttodifferentdeploymentscenariosandquicklyadaptto
technologicalchangesandshiftingmarketingdemands.Forexample,youcanspinupmoreGPUsand
morecomputeresources.”
Dr.StephanBloehdorn
ExecutivePartnerandPracticeLeaderAI,AnalyticsandAutomation
IBMConsultingDACH
Respondentswhostronglyagreewithout
ahybridcloudstrategy,itwillbedifficulttoachievethefullpotentialoftheirAIstrategy
Leaders
40%
Learners
23%
24
RespondentswhosomewhatagreeitwillbedifficulttoachievethefullpotentialoftheirAIstrategy.
Leaders
44%
Learners
I57%
Key
takeaways
123
Infusinghigh-quality,proprietary
dataintoAIhelpsLeaders
cultivateacompetitiveadvantage.Investingintoolsandprocesses
thatfacilitateAI-readydata
isanimportantpartofreachingAImaturity.
Amultimodel,platform-based
approachdrivesflexibilityand
helpsmitigaterisk.Fine-tuning
modelswithproprietarydata
improvesaccuracyandefficiency.
Ahybrid-cloudstrategyhelpsLeadersmeettheirAIgoals.
AIinAction|©2024IBMCorporation25
Chapter3
Perfectionistheenemyofprogress
AIisn’tamereleverforshort-term
impact;it’sadisciplinethatcan
generatedividendsinperpetuity.
Leadersunderstandthattheymustestablishanopenculturecommittedtodeliberate,incrementalprogress.
“Learnersoftengetsnaredinthe
‘perfectiontrap’”observesPrasad.“Theylosesomuchtimetryingtogetthingspicture-perfect.”
AIinAction|©2024IBMCorporation
ReesehasencounteredLearnerswhoget
boggeddownin1proofofconceptafter
another:“It’saviciouscycle.Learnerswindupthinkingthey’vefallenvictimtohype,butreally,it’samatterofdiscipline.”
“Juststart.Deathbyiterationandreiteration
canstymieprogressatthestartinggate,”aversDylanTitherley,GlobalAllianceManager,
Adobe.“Tosucceedhere,youneedbold
ideas—sure—butmorethanthat,youneedtheappetitetoexperiment,togetthingswrong,tomakethemrightandtoalwayskeepmoving
forward.”
Respondentswhodisagreewiththestatement“ThereisalotofhypeinAIandthevalueisunclear”
Leaders
I1Ii65%
Learners
51%
Percentageofthosewhodescribetheir
organizationasbeingveryaggressivewithrespecttomakinginvestmentsinAI
Leaders
II71%
Learners
19%
Leadershave40%moreAI
applicationsinproduction
todaythanLearnersandplantodoublethenumberoftheirAIappsinthenext12months.
28AIinAction|©2024IBMCorporation29
“Yourfirstusecasemaynotflyormaynothave
significantROI,”Bloehdornposits.“Butasyou
exploremoreusecases,synergiesemerge.Peoplearemoreengaged,moretrained,moreadeptat
implementingmeaningfulchange.Thatsuccesscanbecomealighthouseforotherareasofyourbusiness.”
LeadersturnAIinitiativesintoacorecompetency—asopposedtoanicheactivity—bybuildingand
empoweringteamsofspecialists.
“There’snosuchthingasaone-size-
fits-allmodel.Eachonehasunique
strengthsandshortcomingsand
they’reconstantlyevolving.Youwanttobuildaninventoryofoptionswith
flexibilitytochangewhenneeded.
Thatinventoryshouldincludedomain-specificmodelsthatarefine-tuned
forthetasksthatmattermosttoyourorganization.”
Dr.WalterSun
SVPandGlobalHeadofAISAP
AIstrategyshouldn’tbesiloed,butcentralizingaccountabilityforguidelineshelpsorganizationsensurethattheydon’tdriftfromtheirvaluesormindlesslychasetrends.
“Guardrailshelpsyouknow
whentopauseorpivot,”explainsPrasad,particularlywhenthey
establishperformancemetrics.
ReeseurgesorganizationstohavecandiddiscussionsonAIethicsandgovernance.“Puttingthoseteams
andpoliciesinplaceandhavingthemcommunicatewiththerestoftheorganizationisanimportantpartofbuildingtrust,”sheemphasizes.Italsohelpsfosterriskmanagementandregulatorycompliance.
Respondentswhoarealreadyinvestingintechnology
Leaders
60%
Learners
48%
Respondentswhoareinvestinginstafftoensurecompliancewith
dataregulations
Leaders
I46%
Learners
RespondentswhocreatedaChiefAIOfficerposition
Respondentswho
establishedanAI
centerofexcellence
51%Leaders
42%Learners
41%Leaders
31%Learners
40%
30AIinAction|©2024IBMCorporation31
MostLeadersaugmenttheirinternaltalentwithhelpfromthirdpartieswhohavetheexpertisetodeployandaccelerateAIatscale.84%of
Leadersuseserviceprovidersand57%indicatethatexternalpartnershaveagreatdealof
influenceontheirAIdecision-making.Whenchoosingpartners,Leadersalsolookfortheabilitytofostercompliance,datasecurityandend-to-endgovernance.
Whenchoosingpartners,percentageofLeaderswholookforhelpwith:
32
Compliancewithregulations44%End-to-endgovernance39%
Datasecurityandprivacy36%
Key
takeaways
123
Movingfastdoesn’trequireLeaderstobereckless.
AIcentersofexcellence
helpensurethatorganizationsinnovatewithoutrunning
afoulofinternalprinciplesorexternalregulations.
Perfectionistheenemyof
progress.LeadersmoveAI
projectsintoproductionas
soonaspossibleandhavethedisciplinetoiterateandpursueincrementalimprovement.
Leadersseekhelpfromtrustworthythirdparties,suchasserviceprovidersandconsultancies.
AIinAction|©2024IBMCorporation33
Chapter4
Getreadyfor
theroadahead
AstheageofAIprogresses,thinkinglike
aLeaderisimperativetokeeppacewith
emergingopportunities—andthecompetition.
“It’shardnottogetexcitedaboutwhatcan
bedonewithgenerativeAI.Industrieswillchange.Customerexpectationswillchange.Howweworkwillchange.NewAI-native
companiesthatstartwithouttechdebtwillhaveaspeedadvantage.”
CathyReeseSeniorPartner
Data&TechnologyTransformationIBMConsulting
36
Reesebelievesthatlegacyorganizationsmustshedburdensomeinefficienciestocompete
withupstarts.Shesuggests7strategicareasforreflection:
1.Vision
Doesyourorganizationhaveshared
AIgoalsacrossallbusinesslines?
Howwillyoumeasurevaluegeneration?
2.AIoperatingmodel
WhatareyourtopAIusecases?Canacenterofexcellencehelpdriveresults?
3.Dataandtechnology
IsyourdatareadyforAI?Isit
highquality,securedandgoverned?
4.AIengineeringandoperations
Whattoolsareyouusingtodeployandmaintainmodels?
5.Changemanagement
Howcomplexisyourorganization?Howadaptableisittochange?
6.People
AreyourpeoplereadyforAI?
Whatskillsdotheyneed?Howcanyouenableagrowthmindset?
7.Ethics
Areyoudriftingfromyourorganization’svalues?AreyouthoughtfullydeployingAIorusingitjustbecauseit’seasy?
Leadersareoptimisticaboutthefuture,
butthey’renotblindtopotentialrisks.
AllorganizationsshouldbemindfulofwhatLeadersconsiderthetopAIchallenges:
1.Datasecurity
2.AImodelhacking
3.Inaccuratedataandbias
4.Irresponsibleuse
5.Regulatorychanges,particularlyarounddataprivacyandconfidentiality
AIinAction|©2024IBMCorporation37
Takenasawhole,thesurveydatathatunderpinsthis
report—andtheexpertsthatbringittolife—revealthatAIsuccessissurprisinglyhuman.Yes,greattechnologyisimperative,butsoisvisionary,decisiveleadership
thatinspiresexperimentation,agilityandpersistence.
Organizationsmusttakestockofthemselveswhilekeepingavigilanteyeonanever-changingAIlandscape.AIis
constantlyinaction;youshouldbetoo.
ExplorehowIBMcanhelpyouputAIintoactiontodayat/artificial-intelligence.
AIinActionresearch
Keystatisticsandgeographiccomparisons
Appendix1:
AIaroundtheworld
Indiastandsoutsacrossseveralcategories.
They’remorelikelythantheirglobalpeerstocraftholisticstrategies,pursuemultipleusecases,
understandthevalueofastrongdatafoundationandexhibitconfidenceintheirAIinfrastructure.Inaddition,theytendtotailortheAIsolutions
andexperimentwithmultiplemodels.
PrasadpositsthatIndia’srelativelyyoungtalent
andgrowingeconomyisanAIadvantage.Itforcesorganizationstoconstantlyinnovate,experimentandtakecalculatedrisks.
Worldwide
US
India
UK
Germany
Japan
15%ofrespondentsidentifyasAILeaders.
23%
23%
11%
13%
7%
41%haveaholisticstrategyforusingAIbroadlyacrossthecompany.
46%
50%38%
38%32%
24%
29%14%
32%40%
28%ofcompaniesareveryaggressivelyinvestinginAI.
45%stronglyagreetheir54%56%41%42%34%
companyleadership
understandthebusiness
valueofAI.
54%haveseenmoderate60%(revenue)67%(revenue)52%(revenue)34%(revenue)53%(revenue)
(25%–50%)tosignificant63%(profitability)65%(profitability)53%(profitability)34%(profitability)53%(profitability)
(>50%)improvementin
revenuegrowthresulting
fromAI;54%haveseen
moderatetosignificant
improvementinprofitability.
51%
52%41%
46%33%
45%stronglyagreetheircompany’sAIjourneywillrequiresignificantskills.
39%say“customizing
AIsolutionsforoptimal
value”describestheir
companyverywelltoday;54%in12m
温馨提示
- 1. 本站所有资源如无特殊说明,都需要本地电脑安装OFFICE2007和PDF阅读器。图纸软件为CAD,CAXA,PROE,UG,SolidWorks等.压缩文件请下载最新的WinRAR软件解压。
- 2. 本站的文档不包含任何第三方提供的附件图纸等,如果需要附件,请联系上传者。文件的所有权益归上传用户所有。
- 3. 本站RAR压缩包中若带图纸,网页内容里面会有图纸预览,若没有图纸预览就没有图纸。
- 4. 未经权益所有人同意不得将文件中的内容挪作商业或盈利用途。
- 5. 人人文库网仅提供信息存储空间,仅对用户上传内容的表现方式做保护处理,对用户上传分享的文档内容本身不做任何修改或编辑,并不能对任何下载内容负责。
- 6. 下载文件中如有侵权或不适当内容,请与我们联系,我们立即纠正。
- 7. 本站不保证下载资源的准确性、安全性和完整性, 同时也不承担用户因使用这些下载资源对自己和他人造成任何形式的伤害或损失。
最新文档
- 隔离栅劳务施工合同
- 罕见病药物研发激励政策在2025年产业升级中的应用策略报告
- 2025年运动品牌数字化营销策略与品牌传播效果报告
- 门面店铺买卖合同
- 陕西省咸阳市泾阳县2025届高二化学第二学期期末联考试题含解析
- 陕西省榆林市榆阳区二中2025年化学高一下期末复习检测试题含解析
- 代签合同委托书
- 陕西省渭南市尚德中学2025届高一化学第二学期期末达标检测模拟试题含解析
- 陕西省陕西师大附中2025届高二下化学期末联考试题含解析
- 黑龙江省齐齐哈尔市甘南一中2025届高一化学第二学期期末调研模拟试题含解析
- 2024年自考《14269数字影像设计与制作》考试复习题库(含答案)
- 停车场监控方案
- 院科两级医疗质量管理制度
- 中职数学高一下学期期末押题卷01(考试范围:中职数学基础模块下册)(解析版)
- 痤疮的课件知识课件
- 人力资源服务费合同书
- 在线网课《东南亚艺术概论(云南艺院)》单元测试考核答案
- 架空线路初级工理论考试复习题库(精简300题)
- 2024年高压电工理论考试试题
- 在线网课知慧《水产动物育种学(海南大学)》单元测试考核答案
- 2024春期国开电大专科《液压与气压传动》在线形考(形考任务+实验报告)试题及答案
评论
0/150
提交评论