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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
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