AI的价值在哪里

Where’stheValueinAI?

October2024

ByNicolasdeBellefonds,TauseefCharanya,MarcRomanFranke,

PatrickForth,MichaelGrebe,RomaindeLaubier,VladLukic,AmandaLuther,ClemensNopp,andJoeSassine

Contents

01

Who’sGettingResultsfromAIandWhy?

•ASteepCurve

•WhatLeadersDoDifferently

•IncumbentsReapValue

05

TheSurprisingSourcesofValuefromAI

•IntheCore

•SectorMatters

13

17

20

ThePlaybookforWinningwithAI

•OvercomingToughChallenges

•TheCapabilitiesRequiredforSuccess

•Jump-StartingYourJourneytoAIValue

•HowTwoCompaniesAppliedthePlaybookforSuccess

Appendix

Acknowledgments

Who’sGettingResultsfromAIandWhy?

A

fterallthehypeoverartificialintelligence(AI),the

valueishardtofind.CEOshaveauthorizedinvest-

ments,hiredtalent,andlaunchedpilots—butonly26%ofcompanieshaveadvancedbeyondtheproof-of-

conceptstagetogeneratevalue.Thisreportyieldsimport-antinsightsintowhatAIleadersaredoingtodrivereal

valuefromthetechnology,whereothersfallshort,wherethevalueiscomingfrom,howindividualsectorsareper-

forming,andhowcompaniescanchangetheirownAItrajectories.

ConsidertheseexamplesofthevaluebeingcreatedbyAI,includinggenerativeAI(GenAI),fromcompaniesinthreedifferentsectors.Afinancialinstitutioniscommittedto

achieving$1billioninproductivityimprovements,inaddi-tiontoenhancedriskoutcomesandbetterclientand

employeeexperiences,by2030.Abiopharmacompanyischasing$1billioninvaluepotential(revenuesandcosts)by2027.Amajorautomakerexpectstocutitscostof

goodssoldbyupto2%andacceleratenewproductdevel-opmenttimeby30%.

BOSTONCONSULTINGGROUP1

Theseresultsaretypicalofthevaluethatleadersacross

industriesareachievingbybuildingdigitalcapabilitiestoalevelatwhichtheycanimplementAIprogramsatscale.

BCG’slatestresearchintoAIadoption,acontinuationof

ourstudiesintodigitaltransformationandAImaturity,

foundthatofthe98%ofcompaniesthatareatleastexper-imentingwithAI,only26%havedevelopedthenecessarycapabilitiestomovebeyondproofsofconceptandbegin

extractingvalue.(FormoreonhowwedefineAIandour

researchmethodology,

seetheAppendix

.)Andonly4%areattheforefrontofAIinnovation,systematicallybuilding

cutting-edgeAIcapabilitiesandscalingthemacrosstheorganization.

Here’sourlatestlookatwhothetop26%ofcompaniesareandhowtheyaregeneratingsuperiorvaluefromAI.The

twochaptersofthereportthatfollowlookatwhere

com-

paniesareextractingvalue

andwhatyouneedtodotomove

yourcompanyup

theAImaturitycurve.

ASteepCurve

BuildingAIcapabilitiesisacomplexchallenge.Ourlatestresearch,involvingmorethan1,000companiesworldwide,showsthatonly4%havedevelopedcutting-edgeAIcapa-bilitiesacrossfunctionsandareusingthemtoconsistentlygeneratesubstantialvalue.

(SeeExhibit1.)

Another22%haveanAIstrategyandadvancedcapabilitiesandare

startingtogeneratevalue.Wecallthesecompanieslead-ers.Theremaining74%haveyettoshowtangiblevaluefromtheiruseofAI.

Thesecategoricaldistinctionsareimportantbecauselead-ersfaroutperformtheothers.Overthepastthreeyears,

leaders’revenuegrowthhasbeen50%greaterthanthe

overallaverage.Theirtotalshareholderreturnsare60%

higher,andtheygain40%higherreturnsoninvestedcapital.Thesecompaniesalsoexcelonnonfinancialfactors,suchaspatentsfiledandemployeesatisfaction,andtheyareinpolepositiontobenefitasAIplatformsandtoolsmature.

Exhibit1-LeadersHaveBuilttheCapabilitiesNeededtoImplementAIatScale,ReapingDiverseBenefitsoverLessMatureCompanies

Maturitystage(%ofcompanies)

AIstagnating

AIemerging

AIscaling

AIfuture-built

25

49

22

4

Valueachieved

Revenue

Total

shareholderreturn

Returns

Innovation

Employee

satisfaction

0255075100

Aretakingminimal

Havedeveloped

HavedevelopedanAI

Areattheforefront

ornoAIaction,

foundational

strategyandadvanced

ofAIinnovation,

lackfoundational

capabilitiesand

capabilities,andare

systematically

capabilities,andare

startedinitial

scalingthemeffectively

buildingcutting-edge

notgeneratingvalue

experimentationbutarestrugglingtoscaleand

generatevalue

whilestartingtogeneratevalue

AIcapabilitiesacross

functionsandconsistentlygenerating

substantialvalue

50%

higherrevenuegrowth

(3-yearaverage)

60%

higher3-yearTSR

40%

higherRoIC(3-yearaverage)

1.9x

morepatents

1.4x

betteroverall

Glassdoorindicator

Source:BCGBuildfortheFuture2024GlobalStudy(mergedwithDAI).

Note:“Leaders”includeAIfuture-builtandAIscalingcompanies;“lessmature”or“other”companies”includeAIstagnatingandAIemergingcompanies.RoIC=returnoninvestedcapital;TSR=totalshareholderreturn.

2WHERE’STHEVALUEINAI?

WhatLeadersDoDifferently

Leadershavesixdifferentiatingcharacteristics.

Theyfocusonthecorebusinessprocessesaswellas

supportfunctions.AcommonmisconceptionisthatAI’s

valueliesmainlyinstreamliningoperationsandreducing

costsinsupportfunctions.Infact,itsgreatestvalueliesin

corebusinessprocesses,whereleadersaregenerating62%ofthevalue.LeveragingAIinbothcorebusinessandsupport

functionsgivesthesecompaniescompetitiveadvantage.

Theyaremoreambitious.Leaders’expectationsfor

revenuegrowthfromAIby2027are60%higherthanthoseofothercompanies,andtheyexpecttoreducecostsby

almost50%more.Three-quartersofthemostforward-

lookingcompaniesfocusoncompany-levelinnovationcoretothebusiness.Incontrast,only10%ofothercompanies

doso—andiftheyleverageAIatall,itismainlyforproduc-tivity.LeaderslookbeyondpureproductivityplaysandbacktheirambitionswithinvestmentinAIandworkforceen-

ablement,doublingdownonseveralaspectsofAI,relativetotheirpeers.

(SeeExhibit2.)

Theymaketwicetheinvest-mentindigital,twicethepeopleallocation,andtwicethenumberofAIsolutionsscaled.

Theyinveststrategicallyinafewhigh-priorityoppor-tunitiestoscaleandmaximizeAI’svalue.DataonAI

adoptionshowsthatleaderspursue,onaverage,only

abouthalfasmanyopportunitiesastheirlessadvanced

peers.Leadersfocusonthemostpromisinginitiatives,

andtheyexpectmorethantwicetheRoIin2024thatother

companiesdo.Inaddition,leaderssuccessfullyscale

morethantwiceasmanyAIproductsandservicesacrosstheirorganizations.

TheyintegrateAIineffortsbothtolowercostsandtogeneraterevenue.Almost45%ofleadersintegrateAIintheircosttransformationeffortsacrossfunctions(com-

paredwithonly10%ofnonleaders).AndmorethanathirdofleadersfocusonrevenuegenerationfromAI,comparedwithonlyaquarterofothercompanies.

(SeeExhibit3.)

“Wehaveaprogramunderwhicheverybusinessunitis

requiredtosubmitthreetofiveprojectseachyear—and

since2020,theyhaveallhadtofocusonAI,”saidthe

enterpriseproductdirectorofanalternativeenergycompa-ny.“Theseprojectsneedtodemonstratehowtheywould

improvethecompanyeitherthroughcostsavings,in-creasedoperationalefficiency,orrevenuegeneration.”

Exhibit2-ComparedwithTheirPeers,LeadersAreAllocatingMoreofTheirBudgetandResourcestoDigitalandAICapabilitiesin2024

BudgetPeopleInnovation

2.0x1.6x2.0x1.9x1.6x1.1x2.2x

12.3%

10.1%

5.

0%

19.2%

6%

4.

9.1%

1%

5.

9.6%

9%

8.

13.8%

6.3

months

5.5

months

8.2%

18.2%

Revenueshareinvestedin

digitalandAI

2024increaseinAI/GenAIinvestments

vs2023

ShareofFTEsdedicatedto

digitalandAIwork

Shareofdigital

FTEsdedicated

toAI/GenAI

rolestoday

ShareofFTEs

tobeupskilled

inAI/GenAI

Timetomarket

fornewdigital

andAIproducts

ShareofAI/GenAI

productsscaled

acrossthe

organization

AIstagnatingorAIemergingAIscalingorAIfuture-built

Source:BCGBuildfortheFuture2024GlobalStudy(mergedwithDAI).Note:FTEs=full-timeequivalentemployees.

BOSTONCONSULTINGGROUP3

Exhibit3-LeadersIntegrateAIwithBroaderCostTransformationEffortsandHaveaGreaterFocusonRevenue

43

IntegrationofAIwithbroadercosttransformationefforts(%)AIinvestmentsplitbetweencostreductionandrevenuegrowth(%)

26

27

47

"-15

Greaterrevenuefocus

MoreAI

integration

43

55

40

17

53

30

36

20

52

44

27

21

AIstagnatingAIemergingAIleadersAIstagnatingAIemergingAIleaders

WithoutGenAIExploratoryMultiplefunctionsRevenueEqualCost

Source:BCGBuildfortheFuture2024GlobalStudy(mergedwithDAI).

Theydirecttheireffortsmoretowardpeopleandprocessesthantowardtechnologyandalgorithms.

Leadersfollowtheruleofputting10%oftheirresourcesintoalgorithms,20%intotechnologyanddata,and70%intopeopleandprocesses,whichourdatashowsarethekeycapabilitiesunderpinningsuccess.

TheyhavemovedquicklytofocusonGenAI.LeadersusebothpredictiveAIandGenAI,andtheyarefasterin

adoptingGenAI,whichopensopportunitiesincontent

creation,qualitativereasoning,andconnectingothertoolsandplatforms—inpartbecausetheirmoreadvanced

capabilitiesfacilitateputtingtheprerequisites(suchaslargelanguagemodels)inplace.

IncumbentsReapValue

NotallAIleadersarehyperscalersanddigitalnatives,com-paniesthatincludeAIaspartoftheirproductorservices

offering.Morethanhalfofthetop-performing26%,includ-ingtheonesdescribedatthebeginningofthischapter,aretraditionalincumbentsthathavestrengthenedtheircapa-bilitiesandareusingthemtobuilddifferentiatedcompeti-tiveadvantage.ThesectorswiththebiggestpercentagesofAIleaderstendtobethosethatwereamongthefirstto

experiencedigitaldisruptionadecadeandhalfagoandgottheearlieststartonbuildingdigitalcapabilities.They

includefintech(49%areleaders),software(46%),andbanking(35%).

ButAI’simpactextendstoallindustries.Forexample,a

leadingautomakerusedGenAItoacceleratetenderdocu-mentdraftingandadjustmentsby50%whileimproving

documentqualityandconsistency.GenAIalsoincreased

theautomaker’sspeedinanalyzingcompetingoffers(by50%)andreducedthetimenecessarytosearchknowledgeassets(by50%to75%).

LeadersareblazingtheAItrail,butothercompaniescan

catchupiftheytakeapagefromtheleaders’playbookandfocusontheareasthatofferthemthebestopportunities

andonthecapabilitiestheyneedtobuildinordertocapi-talize.Weexplorethesefactorsinthenexttwochapters.

4WHERE’STHEVALUEINAI?

TheSurprisingSourcesofValuefromAI

L

eadingcompaniesaredreamingbig.By2027,thetop

26%ofcompaniesinoursurveyofAImaturityexpect

toachieve45%morevalueviacostreductionand60%morevalueviarevenuegrowththanotherfirms.Evenin

2024,leadersexpecttorealizemorethantwicetheRoI

fromAIinitiativesthanothercompaniesdo,resultingina5%reductioninaddressableoperationalexpensesanda5%increaseinaddressablerevenues.

ThecommonnarrativeforAIinvolvessupportfunctions—HR,IT,legal,andthelike—whereautomatingrelatively

low-levelandrepetitivefunctionscreatessignificantvalue.Butthecompaniesthataregeneratingthemostvaluearenotonlydeployingproductivityplaysinsupportfunctionsbutalsofocusingonreshapingtheircorebusinessprocess-esandinventingnewrevenuestreams.TheyareachievingresultsfromAIacrossawiderangeoffunctions,fromR&Dtooperationsandfromsalesandmarketingtocustomer

service.Becausetheyhavebuiltthenecessarycapabilities,theycanmorereadilyidentify,pilot,andscaleupvalue-

creatingusecases.Forexample,onechemicalscompanyexpectstocreatemorethan$500millioninvaluefromanend-to-endtransformationthatwillimplementAIacrossoperations,siteservices,andprocurement.

BOSTONCONSULTINGGROUP5

IntheCore

Overall,thecompaniesinoursurveyderive62%ofthe

valuetheyobtainfromAIandgenerativeAIincorebusi-

nessfunctions,includingoperations(23%),salesand

marketing(20%),andR&D(13%).Supportfunctionsgener-ate38%ofthevalue,withcustomerservice(12%),IT(7%,)andprocurement(7%)leadingtheway.

Insomesectorsthespreadbetweencoreandsupportisevenwider.

(SeeExhibit4.)

Software,media,fintech,insurance,

telecommunications,andbiopharmagenerate70%to90%oftheirAI-relatedvalueincorebusinessprocesses.Althoughwefoundwidevariationamongsectors,theoverallresultsare

consistent—evenmostofthesectorsinthebottomquartilegenerate40%to60%ofAIvalueincoreprocesses.

SectorMatters

Sales

andmarketing,forexample,isfastemergingasa

majorsourceofAIvalueinsuchsectorsassoftware(31%ofAIvaluegenerated),travelandtourism(31%),media

(26%),andtelecommunications(25%).Specificrolesandthescaleofimpactdifferbyindustry,butAIofferscompa-niesanear-termopportunitytoreshapethesalesfunctionwithnext-bestactionrecommendations,talktracks,and

basicworkflowautomation.Inthemediumterm,AIandGenAIwillenablereal-timeassistedsellingandautono-moussellingviadigitalsalesavatars,withlimitedhumaninvolvement.Suchautomationwillpermithumanstafftofocusonstrategicandrelationshipselling,whilevirtual

assistantscovermoretransactionaltasks.Aspredictive

smartsellingbecomesthenorm,traditionalsilosdividingmarketing,sales,andpricingwilldissolve.Ourexperienceindicatesthatresultingincreasesincustomerlifetime

valueandgo-to-marketefficienciescouldalmostdoubleprofitmargins.

Companiesindifferentsectorsalsobenefitfromidentify-ingthedomainsinwhichAIcanproducethemostvalue.Ourresearchshowsthattheyvarywidelybyindustry.

(See

“AIinInsuranceandBiopharma.”)

Exhibit4-ToRealizeValuefromAI,CompaniesFocusonCoreBusinessProcesses,withSector-SpecificVariability

Wherecompaniesareachievingorseebusinessvalue

Globalaverage:62%

Supportfunctions

Corebusiness

Software

Media

Fintech InsuranceTelecommunicationsBiopharma

Banking

Airlines

Retail

AutomotiveTransportandlogisticsMedtech

Consumerproducts

Oilandgas

Chemicals MachinesandautomationPower,utilities,andrenewables

Sectors

processes(%)

94

(%)

6

87

13

85

15

77

23

71

29

70

30

68

32

65

35

63

37

62

38

61

39

59

41

57

43

49

51

48

52

40

60

2179

CorebusinessfunctionSupportfunction

Source:BCGBuildfortheFuture2024GlobalStudy(mergedwithDAI).

6WHERE’STHEVALUEINAI?

Leadersarenotonlydeployingproductivityplaysbutreshapingcorebusinessprocessesand

inventingnewrevenuestreams.

Theimpactonmarketingwillbeequallyprofoundandwillencompassfourkeyprocesses:

•InsighttoInnovation.Automateddatacollection

andanalysiswillspeedidentificationofmarketoppor-tunitiesandincreasemarketers’abilitytodevelopnewproductdesign.

•ConcepttoCreation.Workflowswillaccelerateassetcreationandfeedbackloops,seamlesslyadapting,local-izing,anddisseminatingcontent.

•CampaignSetupandExecution.Hyper-segmentationandreal-timeexecutionthatrespondstotrendsand

feedbackwillspeedcampaigncreationandautomatical-lytrackprogressagainstkeyobjectives.

•MarketerProductivity.Marketerswillspendlesstimeontime-consuming,repetitive,administrativetasksandmoretimeonstrategicdecisionmaking.

Forexample,aleadingNorthAmericantelcoisalready

usingAItoanalyzecallrecordingstoidentifyopportunitiesforcostsavingsandhighercustomersatisfaction.The

companyhasreducedcallcenterinteractiontimeby20%andcutcalltransferstoliveagentsby25%.AI-powered

chatbotsnowhandle30%ofcalls,andthetelcoexpectstoreducetotalcostsintherelevantbusinessunitby25%.

Predictably,AIishavingabigimpactinR&Dinresearch-

intensivesectorssuchasbiopharma(27%ofvaluecreat-

ed),medtech(19%),andautomotive(29%,inanindustry

undergoingamajortransitiontosoftware-drivenvehicles).Amedtechcompanyvicepresidenttoldus,“GenerativeAIhasallowedustogenerateimagesfortrainingpurposes

thatmimicrealdiseasesthathumanscanhave.Westart-

eddeepdivingintogeneratingthousandsofimagesthat

aren’tcomingfrompatientsbutarebeinggeneratedbythegenerativemodelmimickingreal-lifecases.OurpredictiveAImodelimprovedaccuracyby4%to5%becauseofthis

generativeAIapproach.”

IntheR&Dfunctionofthefuture,weexpectindividual-,

team-,andcompany-levelchangestoimproveconcept

R&D,productdevelopmentandindustrialization,andprod-uctevolution.AIwillaccelerateandautomateeachstepbyshorteningiterationloops,democratizingaccesstoexper-tiseacrossteamsandorganizations,fast-trackingexplora-tionofnewconcepts,simulatingproductdesigns,and

forecastingprocurementorders,amongotherchanges.

Inonecurrentinstance,aglobalpharmaceuticalscompa-nyisusingAItoaccelerateitsdrugdiscoverycapabilities.Theinitialvisionwastobuild,test,andvalidateanAI

prototypewithchemiststoquantifythevalueimpactinthediscoveryworkflow.Thecompanyassessedthepotentialofstate-of-the-artmodelstofindnewpreclinicalcandidates

faster,andthenitbuiltitsownmachinelearningalgorithmtorapidlyscreenover1billiondrugcompoundsanda

geneticalgorithmtopoweraleadoptimizationpipelineformolecularchemists.Theprojectgeneratedvalueof$100

millionayearthroughfasterlaunches,includinga25%

reductionincycletime.Thecompanyexpandeditslibraryofmoleculesby100times,increasingthevisibilityofnovelcompoundstoitsresearchers.

Customerservice

isalreadyasignificantsourceofAI-

generatedvalueininsurance(24%ofthevaluecreated)

andbanking(18%).CompaniesareusingAItoboostpro-

ductivity,reducingtheneedformultiskilledfrontlineteamsandredesignedagentjourneys.Weareseeingnear-term

increasesof30%to40%inproductivityandaprofit-and-lossimpactof10%to20%forthefunction.

Ambitionsrunmuchbigger.Leadingcompaniesexpecttorealizelong-termincreasesinproductivityofupto60%.

TheimpactofintegratingAIintocustomerserviceprocess-eswillreverberatethroughoutthevaluechain.Customer

servicefunctionswillbeabletopreemptissuesand

self-healbyfixingproblemsbeforecustomersdetectthem,andtheywillenablecustomerstoresolvetheirownissuesthroughself-help.Ifthecustomerstillneedshumanassis-tance,AIwillsupporttheagent’sresponsewithaugmentedcapabilitiessuchasoptimizingtheconversationinreal-

timebyconsideringthecustomer’sneedsincontextandmakingofferswhererelevant.

Aleadinginternationalbankneededtomodernizeits

customermanagementsystemtoimproveservicequality,reduceoperationalcosts,andenhancerevenuegeneration.ItturnedtoGenAItoreshapebothcustomerinteractions

andbackendprocesses,includingdeployingGenAIforchatsupport,enhancingagentefficiency,improvingservice

quality,andincreasingconversionrates.ItalsointegratedGenAIintoitsAPIsandappsforsmoothandscalableopera-tions.Resultsincludedareductionofalmost20%ininterac-tiontimebetweencustomersandagents;adropof4min-

utesinaverageservicetimewhileretainingsimilarlevelsofcustomersatisfaction,anincreaseof28pointsinconversionrates,andadoublinginbreadthofproductssold.

8WHERE’STHEVALUEINAI?

Consumerproductsandretailcompaniesaremakingbig

gainswithAI-drivenpersonalization(19%ofthevalue

createdfortheformerand22%forthelatter).About30%ofconsumercompaniesinoursurveyhaveadoptedAIforpersonalizedmarketing(amongotherfunctions)andare

seeingproductivitygainsofabout30%fromsuchactivitiesasmarketingcontentgeneration,marketingmixandRoI

optimization,anddata-drivendigitalmarketing.Asare-

sult,leadersaredoublingdowninotherareasattwoto

fourtimestherateofslowermovers,applyingAItogenera-tiveproductdesign,andmanufacturingoptimization.

Withineachprocessorfunction,it’scriticaltodefinespe-cificusecasesandassociatedbusinessvalue.Inmost

sectors,morethanhalfofGenAI’svaluepotentialliesintwoorthreefunctionaldomains.Ininsurance,55%ofthevalueliesininpolicyadministration,underwriting,and

claimsmanagement.Inbiopharma,57%ofthevalueisfoundinR&Dandinsalesandmarketing.

Thecriticalchallengeforcompaniesistoidentifythekeyusecaseswithineachfunction.Forexample,43%ofinsur-ancecompaniesleverageAIinscoring,fraudassessment,andtriagewhile42%ofbiopharmacompaniesuseAIin

systematicproteinanddrugmoleculegeneration(atleastforpilotsandproofsofconcept).Thehighestvalueuse

casestypicallyinvolveamixofpredictiveAIandGenAI.

lthoughcompaniesineach

A

thegreatestvaluefromuse

sectormaybegeneratingcasesinoneortwodo-

mains,mostarestillexperimenting—andobtainingmea-surableresultsinuptohalfadozendomainsinthecorebusiness,includingcustomerrelationsandexperience,

contentproductionandmanagement,andproductman-agement.Inmorethanafewsectors—includingoilandgas,utilities,andmachineryandautomation—supportfunctionsareasignificantsourcesourcesofvalue,too.

Therearemanyroutestovalue.Chapter3exploreshow

yourcompanycanefficientlyfinditsmostproductivepaths.

BOSTONCONSULTINGGROUP9

AIinInsuranceandBiopharma

Atthebusinessprocess,function,anduse-caselevel,valuecreationfromAIisalreadytakingdifferentdirectionsin

differentsectors,highlightingtheimportancetoeachcom-panyofindependentlyidentifyingwhereitsbestopportuni-tieslie.Considertheevidencethatoursurveygatheredintwoverydifferentsectors:insuranceandbiopharma.

TheaverageAImaturityofbothsectorsfallsinthemiddleofthematuritycurve,notfarofftheall-sectoraverage.

Companiesinbothsectorsgenerateanaverageof70%ormoreofAIvaluefromcorebusinessprocessesand30%orlessfromsupportfunctions.Butthesimilaritiesendthere.

Insurance

Insurersarefocusingonoperations(policyadministration,underwriting,andclaimsmanagement),customerservice,andmarketingandsales.

(SeetheAIfactsheetforinsur-

ance.)

Sofar,thewidestadoptionofpredictiveAIatthe

individual-opportunitylevelhasoccurredintheareasof

scoring,fraudassessment,andtriageandpolicyautoma-

tion.AdoptionofGenAIisstrongestintheuseofchatbotstoresolvequestionsandsummarizecustomerinteractions.

Inlinewiththeiroverallscores,insurers’biggestchallengesinvolvepeopleandprocesses:improvingstaffAIliteracy,

prioritizingopportunitiesoverotherconcerns,andestab-lishingRoIforidentifiedopportunities.Theyalsowrestle

withthetasksofintegratingAIwithexistingITsystems

andofincreasingtheaccuracyandreliabilityofAImodels.

AnAsianlifeandhealthinsurancecompanywithastrongtrackrecordindigitaltransformationsoughttodemon-

stratethebenefitsthatGenAIcouldhaveonitsoperationsbyidentifyingandexecutingacoupleofhigh-impact,high-usecases.Theinsurerprioritizedthepossibilitiesonthe

basisofahigh-levelanalysisofpotentialimpact.Itselect-edtwoopportunities,oneincustomer-servicecallcenteroperationsandtheotherinsalesandmarketing.The

formerachieveda30%reductionincallcentersearch

timesandthelattera30%to40%reductioninmarketingandsalesmaterialcreationtime.

10