mckinsey -全球调查：2020年人工智能状况 Global survey The state of AI in 2020

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McKinseyAnalytics

Globalsurvey:ThestateofAIin2020

Sinceour2019survey,artificialintelligencehasbecomemoreofarevenuedriver.CompaniesearningthemostfromAIplantoinvestevenmoreinresponsetoCOVID-19—andperhapswidenthegapwithothers.

ImagebyDarbyFilms

November2020

Theresultsofthisyear’sMcKinseyGlobal

Surveyonartificialintelligence(AI)suggestthatorganizationsareusingAIasatoolforgeneratingvalue.Increasingly,thatvalueiscomingintheformofrevenues.Asmallcontingentofrespondents

comingfromavarietyofindustriesattribute

20percentormoreoftheirorganizations’

earningsbeforeinterestandtaxes(EBIT)toAI.

ThesecompaniesplantoinvestevenmoreinAI

inresponsetotheCOVID-19pandemicandits

accelerationofallthingsdigital.Thiscouldcreate

awiderdividebetweenAIleadersandthemajorityofcompaniesstillstrugglingtocapitalizeonthe

technology;however,theseleadersengageina

numberofpracticesthatcouldofferhelpfulhintsforsuccess.Andwhilecompaniesoverallaremaking

someprogressinmitigatingtherisksofAI,moststillhavealongwaytogo.

AIadoptionandimpact

WhilethelatestfindingsshownoincreaseinAIadoption,somecompaniesarecapturingvaluefromAIattheenterpriselevel,andmanyare

generatingrevenueandcostreductionsatleastatthefunctionlevel.

Overall,halfofrespondentssaytheirorganizationshaveadoptedAIinatleastonefunction.1Andwhile

AIadoptionwasaboutequalacrossregionslast

year,thisyear’srespondentsworkingforcompanieswithheadquartersinLatinAmericancountriesandinotherdevelopingcountriesaremuchlesslikely

thanthoseelsewheretoreportthattheircompanieshaveembeddedAIintoaprocessorproductinat

leastonefunctionorbusinessunit.Byindustry,

respondentsinthehigh-techandtelecomsectors2areagainthemostlikelytoreportAIadoption,withtheautomotiveandassemblysectorfallingjust

behindthem(downfromsharingtheleadlastyear).

Thebusinessfunctionsinwhichorganizations

adoptAIremainlargelyunchangedfromthe2019

survey,withserviceoperations,productorservicedevelopment,andmarketingandsalesagaintakingthetopspots(Exhibit1).

Withinthesefunctions,thelargestsharesof

respondentsreportrevenueincreasesforinventoryandpartsoptimization,pricingandpromotion,

customer-serviceanalytics,andsalesanddemandforecasting.Morethantwo-thirdsofrespondents

whoreportadoptingeachofthoseusecasessay

itsadoptionincreasedrevenue.Theusecases

thatmostcommonlyledtocostdecreasesare

optimizationoftalentmanagement,contact-centerautomation,andwarehouseautomation.OverhalfofrespondentswhoreportadoptingeachofthosesaytheuseofAIinthoseareasreducedcosts.

ofrespondentsreportthattheircompanieshaveadoptedAIinatleastonebusinessfunction.

1Inthe2019survey,weaskedaboutcompanies’AIadoptiondifferently,and58percentofrespondentssaidthattheircompanieshadembeddedAIinatleastonefunctionorbusinessunit.

2Thehigh-techandtelecomsectorsincluderespondentswhosaytheyworkinbroadbandcommunication,callcenters,hardware,internetandonlineservices,ITservices,sales,software,telecomequipment,telecomregulation,wiredtelecommunications,andwirelesscommunications.

2Globalsurvey:ThestateofAIin2020

Globalsurvey:ThestateofAIin20203

Exhibit1

AIadoptionishighestwithintheproduct-orservice-developmentandservice-operationsfunctions.

AIusecasesmostcommonlyadoptedwithineachbusinessfunction,%ofrespondents

Productand/orservicedevelopment

Manufacturing

NewAI-basedenhancementsofproducts1

24

Yield,energy,and/orthroughputoptimization15

Product-featureoptimization

21

Predictivemaintenance

12

Serviceoperations

Humanresources

Service-operationsoptimization

24

Optimizationoftalentmanagement2

10

Predictiveserviceandinterventions

19

Performancemanagement

7

Marketingandsales

Supply-chainmanagement

Customer-serviceanalytics

17

Logistics-networkoptimization

9

Customersegmentation

Inventoryandpartsoptimization

14

9

Risk

Strategyandcorporatefinance

Riskmodelingandanalytics

16

Capitalallocation

8

Fraudanddebtanalytics

M&Asupport

12

6

1Ie,addingentirelynewfeaturestoexistingproducts.2Eg,recruiting,retention.

ThesurveyfindingsshowthatsomecompaniesusingAIareseeingthatvalueaccruetotheenterpriselevel.Twenty-twopercentofrespondentssaythatmore

than5percentoftheirorganizations’enterprise-wideEBITin2019wasattributabletotheiruseofAI,with

48percentreportinglessthan5percent.

Additionally,inhalfofbusinessfunctions,alarger

shareofrespondentsreportrevenueincreasesfromAIusethanintheprevioussurvey,whilerevenuein

mostotherfunctionsremainedstable(Exhibit2).Atthesametime,costdecreaseshavebecomeless

commoninmostfunctions.3

3Respondentswereaskedaboutrevenuesandcostsforthepreviousyear.

Exhibit2

RevenueincreasesfromAIadoptionhavebecomemorecommonovertime,whilecostdecreaseshavebecomelesscommon.

RevenueincreasefromAIadoptioninthepreviousyear,byamount,1%ofrespondents

Increaseamount

≤5%6–10%>10%

FY2018FY2019

43261079

36241373

3826872

43181071

33161968

30191665

25191357

35111056

Marketingandsales40301080

Strategyandcorporatefinance2724859

Supply-chainmanagement28221363

Manufacturing34131461

Risk28161357

Productand/orservicedevelopment31211971

Serviceoperations31141560

Humanresources20231255

36201066

Averageacrossallactivities31201263

CostdecreasefromAIadoptioninthepreviousyear,byamount,1%ofrespondents

FY2018

Decreaseamount

≥20%10–19%<10%

93

20

18

16

12

32

5556

44

50616

28

384

2127

51417

30

4328

33

FY2019

362925

Marketingandsales3641319

Strategyandcorporatefinance50151124

Supply-chainmanagement61141631

Manufacturing

641314

37

Risk

54716

31

Productand/orservicedevelopment

296

1013

Serviceoperations

511117

23

Humanresources

55622

27

4041125

Averageacrossallactivities4461325

1QuestionwasaskedonlyofrespondentswhosaidtheircompaniesadoptedAIinagivenfunction.Respondentswhosaid“nochange”arenotshown.

Thisyearweaskedaboutadoptionofdeep

learning—atypeofmachinelearningthatuses

neuralnetworksandcansometimesdeliversuperiorresults—forthefirsttime.Just16percentof

respondentssaytheircompanieshavetakendeep

learningbeyondthepilotingstage.Onceagain,high-techandtelecomcompaniesareleadingthecharge,with30percentofrespondentsfromthosesectorssayingtheircompanieshaveembeddeddeep-

learningcapabilities.

Globalsurvey:ThestateofAIin2020

4

McKinseyCommentary

MichaelChui,partner,

McKinseyGlobalInstitute,SanFrancisco

It’salsoclearthatwe’restillintheearly

daysofAIuseinbusiness,withlessthanaquarterofrespondentsseeingsignificantbottom-lineimpact.Thisisn’tsurprising—achievingimpactatscaleisstillelusive

formanycompaniesnotonlybecauseofthetechnicalchallengesbutalsobecauseoftheorganizationalchangesrequired.

However,thoseseeingAIcontributemorethan20percenttoearningsbeforeinterestandtaxesarenotjustfromthetechsector.Soitispossibleforanycompanytogeta

goodamountofvaluefromAIifit’sappliedeffectivelyinarepeatableway.

Mostcompaniesseemtoagree,withthe

resultsshowinganappetitetocontinue

investinginthetechnology.However,therewasabitofadecreaseinbullishnessthis

year,perhapsreflectingthepassingofAI’shypephase.WedothinkAIisworththeinvestment,butitrequireseffectiveexecutiontogeneratesignificantvalue,particularlyatenterprisescale.

Whatwe’vesaidinthepastabout

“followingthemoney”tofindwhereAIaddsvalueinorganizationsstillholdstrue.At

theindustrylevel,companiescontinuetouseAIinareasthataremostfundamentaltowherevalueisgeneratedineachsector.And,overall,manycompaniesfocused

ongrowthin2019(weaskedaboutlast

year’srevenueandcosteffectsfromAI);

forthatreason,it’slikelythatwesawmorecompaniesdrivingrevenueswithAIratherthandecreasingtheircosts—notbecauseAIcan’teffectivelyreducecosts.

Whatseparatesthebestfromtherest

Companiesseeingthehighestbottom-lineimpactfromAIexhibitoverallorganizationalstrengthandengageinaclearsetofcore

bestpractices.

Thecompaniesseeingthemostvaluefromtheir

useofAI—thatis,respondentswhosay20percentormoreofenterprise-wideEBITin2019was

attributabletotheirAIuse—reportseveralstrengthsthatsetthemapartfromotherrespondents4:

—Betteroverallperformance.Thefindings

suggestthatcompaniesseeingmoreEBIT

contributionfromAIexperiencebetteryear-over-yeargrowthoverallthandoothercompanies.

Respondentsathigh-performingcompaniesarenearlytwiceaslikelyasotherstoreportEBIT

growthin2019of10percentormore.

—Betteroverallleadership.Respondentsat

AIhighperformersratetheirC-suiteasvery

effectivemoreoftenthanotherrespondentsdo.Theyalsoaremuchmorelikelythanothersto

saythattheirAIinitiativeshaveanengagedandknowledgeablechampionintheC-suite.

—ResourcecommitmenttoAI.Responsesshow

thatAIhighperformersinvestmoreoftheir

digitalbudgetsinAIthantheircounterpartsandaremorelikelytoincreasetheirAIinvestments

inthenextthreeyears.Highperformersalso

tendtohavetheabilitytodevelopAIsolutions

in-house—asopposedtopurchasingsolutions—andtheytypicallyemploymoreAI-relatedtalent,suchasdataengineers,dataarchitects,and

translators,thandotheircounterparts.They

alsoaremuchmorelikelythanotherstosaytheircompanieshavebuiltastandardizedend-to-

endplatformforAI-relateddatascience,dataengineering,andapplicationdevelopment.

4AllquestionsaboutAI-relatedstrengthsandpracticeswereaskedonlyofrespondentswhosaidtheirorganizationshadadoptedAIinatleastonefunction,n=1,151.

Globalsurvey:ThestateofAIin2020

5

Thisyearweagainlookedatabroadsetofcompanies’AI-relatedpractices,thistimeexaminingabout

twiceasmany,toseewhichmightcorrespondwithcapturingmorevaluefromAI.TheorganizationswiththehighestEBITattributabletoAIweremorelikelytoengageinnearlyeverypracticethanthoseseeinglessvaluefromAI.Thesepracticesgenerallyaligntosixcategories:strategy;talentandleadership;waysofworking;models,tools,andtechnology;data;andadoption(Exhibit3).

Butafewpracticesareadoptedataboutthesamelevelbyallcompanies:forexample,usingtest-and-learnmethodologiestorunrapiditerationsinAI

initiatives,puttingprocessesinplacetocapture

businessfeedback,anddefiningclustersofAIusecasesinprioritybusinessunits,functions,orotherareasofbusinessactivity.

Exhibit3

Sixsetsofpracticesdifferentiatehigh-performingcompaniesfromothers,withasubsetadoptedmuchmoreoftenbytheseleaders.

Shareofrespondentsreportingtheirorganizationsengageineachpractice,%ofrespondents1

Strategy

HavearoadmapclearlyprioritizingAIinitiativeslinkedtobusinessvalueacrossorganization

AIhighperformers

55%

Allotherrespondents

29%

HaveaclearlydefinedAIvisionandstrategy

43%

17%

Seniormanagementisfullyalignedandcommittedto

organization’sAIstrategy

60%

34%

HaveanactiveprogramtodevelopandmanageanextensiverangeofAIecosystempartnerships(eg,withcompanies,academia)

43%

28%

AIstrategythatalignswiththebroadercorporatestrategy

Talentandleadership

TechprofessionalsdevelopAIskillsthroughtailoredcurriculumsbyroleandprogressalongdefinedcareertrajectories

53%

40%

42%

15%

Anappointed,credibleleaderisempoweredtomoveAIinitiatives

forwardincollaborationwithpeersacrossbusinessunitsandfunctions

52%

32%

Strong,centralizedcoordinationofAIinitiativesisbalancedwithcloseconnectivitytoendusersinthebusiness

42%

25%

AItalentisefectivelyrecruitedandonboarded

36%

21%

TypeofAItalentneeded(eg,byroleandskilllevel)tosupportAIinitiativesisunderstood

Waysofworking

FeelcomfortabletakingriskswithAI-relatedinvestmentdecisions

45%

65%

33%

31%

Useadvancedprocesses(eg,dataoperations,microservices)todeployAI

57%

23%

HaveaclearframeworkforAIgovernancethatcoversallstepsofthemodel-developmentprocessandmanagesAI-relatedrisks

42%

14%

Usedesignthinking,involvingtheenduserindevelopmentofAItools

56%

38%

AI-developmentteamsacrosstheorganizationfollowastandardprotocoltobuildanddeliverAItools

33%

16%

Globalsurvey:ThestateofAIin2020

6

Exhibit3(continued)

Sixsetsofpracticesdifferentiatehigh-performingcompaniesfromothers,withasubsetadoptedmuchmoreoftenbytheseleaders.

Shareofrespondentsreportingtheirorganizationsengageineachpractice,%ofrespondents1

Models,tools,andtechnology

HavestandardtoolframeworksanddevelopmentprocessesinplacefordevelopingAImodels

AIhighperformers

51%

Allotherrespondents

19%

UnderstandhowfrequentlyAImodelsneedtobeupdated,andrefreshthembasedonclearlydefinedcriteria

45%

15%

UseautomatedtoolstoproduceandtestAImodels

48%

20%

TrackAI-modelperformanceandexplanationstoensurethatoutcomesand/ormodelsimproveovertime

53%

29%

Useastandardizedtoolsettocreateproduction-readydatapipelines

44%

23%

Ownahigh-performancecomputingclusterforAIworkloads

37%

16%

Useastandardizedend-to-endplatformforAI-relateddatascience,dataengineering,andapplicationdevelopment

Data

GeneratesyntheticdatatotrainAImodelswhenthereareinsu代cientnaturaldatasets

40%

49%

20%

16%

RapidlyintegrateinternalstructureddatatouseinAIinitiatives

56%

28%

Havewell-definedgovernanceprocessesinplaceforkeydata-relateddecisions

43%

21%

HavescalableinternalprocessesforlabelingAItrainingdata

39%

18%

Protocolsareinplacetoensureappropriatelevelsofdataquality

48%

29%

Adatadictionary(ie,ametadatarepository)describesthefeaturesofdatathatareaccessibleacrosstheenterprise

40%

23%

AcleardatastrategysupportsandenablesAI

Adoption

Entireorganizationconsistentlyadherestotheexecution

processesidentifiedasessentialtocapturingvaluefromAI

44%

57%

31%

17%

SystematicallytrackacomprehensivesetofkeyperformanceindicatorstomeasuretheimpactofAIinitiatives

52%

27%

Capabilitiesaredesignedforscalability,andAIinitiativesarefullyscaledwithinbusinessunitsand/orcompany-wide

52%

32%

HaveacomprehensiveprocessformovingAIsolutionsfrompilottoproduction

52%

34%

EnactefectivechangemanagementtoensureAIadoption(eg,byhavingleadersmodelbehaviors)

44%

28%

1PracticesshownherearerepresentativeofthosewiththehighestdeltasbetweenAIhighperformersandotherrespondents.Notallpracticesaskedaboutareshown.

Globalsurvey:ThestateofAIin2020

7

McKinseyCommentary

BryceHall,associatepartner,Washington,DC

orheavilycustomizetheirAIcapabilities

in-house.ManyexecutivesnowrealizethatAIsolutionstypicallyneedtobedevelopedoradaptedinclosecollaborationwithbusi-nessuserstoaddressrealbusinessneedsandenableadoption,scale,andrealvaluecreation.Asaresult,weseecompanies

increasinglydevelopingabenchofAI

talentandlaunchingtrainingprogramstoraisetheoverallanalyticsacumenacrosstheirorganizations.

Oneofthemostremarkablepatterns

It’salsostrikingthatsomeofthebiggest

gapsbetweenAIhighperformersand

othersaren’tonlyintechnicalareas,suchasusingcomplexAI-modelingtechniques,butalsointhehumanaspectsofAI,suchasthealignmentofseniorexecutives

aroundAIstrategyandadoptionof

standardexecutionprocessestoscaleAIacrossanorganization.

Finally,weseeathemeintheseresultsthatweseeinmuchofourworkwith

companies:higherperformersdevelop

weseeinthesefindingsistheadoptionofcorepracticesamongcompaniescapturingvaluefromAI.Therereallyisa“playbook”

forsuccess.It’sencouragingtoseealargerproportionoforganizationsthisyeardoingmoreinfoundationalareas,butmanystill

arenot.Weseecompanies,forexample,

stillspendingdisproportionatetime

cleaningandintegratingdata,notfollow-ingstandardprotocolstobuildAItools,orrunning“shinyobject”analysesnottiedtobusinessvalue.

Ontheground

Puttingbestpracticestowork

Seniorexecutivesatcompaniesmaking

progressinAIadoptiontellMcKinseyin

interviewsthattheyarefindingmanyoftheleadingpracticesessential.

Onstrategy

“Thisprogramwasoriginatedbottom-up

bythebusiness,andtheCEOhasbecomeasupporter,seeingthisverymuchasa

strategicopportunity.”

–HeadofAI,data,andanalyticsataglobaloilandgascompany

“Investmentdecisionsaremadebythe

managementboard.Sowheneverwehaveimplementedausecase,wemakesurethatthebusinessteamisreportingitintothe

boardtoprovidetransparencyonresultsandwhyweshouldexpandourefforts.”

–Analyticsleaderataglobalbank

Ontalentandleadership

“Weareinvestingquiteheavilyintalent

upskilling.Ifyouhaveaworkforceoftensofthousandsofpeople,youhavetothinkabouthowtomovethisentireworkforceforward.

That’swhywearedoingthisattwolevels:

one,partneringwithaleadingtechnology

companyonimprovingthedataandAIskillsofpractitionersand,two,improvingthe

skillsandunderstandingofAIamongseniormanagementwithdedicatedcourses.”

–Analyticsleaderataglobalbank

Onadoption

“Buildingthetechnologytookusmuchlesstimethanalignmentandgettingpeople

toadoptit.Whileleadershipgenerally

believesinthiswork,youneedtoprovide

themwithdetailsonwhattheworkwill

actuallyentail,howitwillchangetheirpartofthebusiness,andhowitwillmakelifefortheirassociateseasier.Thesameneedstobedonewithemployees.Ourexperience

isthatitisn’tenoughto‘trainandexplain.’We’vefounditveryusefultobringthe

associateswhoareexpertsintheapplica-tiondomainintothebuildofthesolution.”

–Headofanalyticsandinsightsataglobalpharmaceuticalcompany

Globalsurvey:ThestateofAIin2020

8

ManagingAIrisks

Whilemanycompaniesstillaren’tacknowledgingmostAIrisks,theymodestlyincreased

mitigatingahandfulofthem.

Thesurveyfindingssuggestthataminorityof

companiesrecognizemanyoftherisksofAIuse,andfewerareworkingtoreducetherisks—aswastrue

in2019.Cybersecurityremainstheonlyriskthat

amajorityofrespondentssaytheirorganizations

considerrelevant.Overall,theshareofrespondentscitingeachriskasrelevanthasremainedflat5orhasdecreased,withtheexceptionofnationalsecurity.

Yetsomeofthelesscommonlyconsideredrisks

aretheonesinwhichweseeincreasingmitigation.Nationalsecurityandphysicalsafetyaremore

commonlyaddressednowthanin2019.ResponsesalsoindicatethatcompaniesincreasinglymanagerisksrelatedtoAIexplainability.

Highperformersremainmorelikelythanotherstorecognizeandmitigatemostrisks(Exhibit4).

Forexample,respondentsathighperformers

are2.6timesmorelikelythanotherstosaytheir

organizationsaremanagingequityandfairnessriskssuchasunwantedbiasinAI-drivendecisions.

Exhibit4

Alargershareofrespondentsthanlastyearsaytheirorganizationsareactivelyworkingtomitigaterisksthatarenotcommonlyconsideredrelevant.

Risksthatorganizationsconsiderrelevantandrisksthat2019

organizationsareworkingtomitigate,1%ofrespondents2020

48

51

35

38

30

30

19

25

19

22

17

19

13

14

11

15

4

10

4

2

RelevantrisksMitigatedrisks

Cybersecurity

62

62

Regulatorycompliance

50

48

Personal/individualprivacy

45

39

Explainability2

39

41

34

Organizationalreputation

31

Workforce/labordisplacement

31

35

Equityandfairness

26

24

Physicalsafety

16

19

9

Nationalsecurity

15

Politicalstability

7

9

1QuestionwasaskedonlyofrespondentswhosaidtheirorganizationshadadoptedAIinatleastonebusinessfunction;n=1,151.Respondentswhosaid“don'tknow/notapplicable”arenotshown.

2Ie,theabilitytoexplainhowAImodelscometotheirdecisions.

5Thatis,thechangefromtheprioryearwasnotstatisticallysignificant.

Globalsurvey:ThestateofAIin2020

9

McKinseyCommentary

RogerBurkhardt,partner,NewYork

GeneralDataProtectionRegulation[GDPR]andtheCaliforniaConsumerPrivacyAct

[CCPA])thataffectanumberofindustriesaswellasanincreasedawarenessof

advancesinexplainabilitytechniques.

Overall,however,theresultsare

concerning.Whilesomerisks,suchas

physicalsafety,applytoonlyparticular

industries,it’sdifficulttounderstandwhyuniversalrisksaren’trecognizedbyamuchhigherproportionofrespondents.Cyber-securityisrelevantforanyorganization

It’sencouragingtoseetheincreasein

recognitionofrisksarisingfromalackof

explainability,meaningtheinabilityto

understandthedriversofacomplexAI

model’spredictions.Theindustry-level

datashowthatnotonlyarehealthcareandfinancialservicesleadinghere,whichis

expectedbecausethoseindustriesare

moreregulated,butalsohightechand

business,legal,andprofessionalservices.SomeofthejumpinmitigationofthisriskcouldbedrivenbyregulationsinEurope

andtheUnitedStates(forexample,the

usinganytypeofdeviceconnectedtothe

internet,andattackshaverisensignificantlyduringthepandemic,whichhasdrivenevenmorebusinessandcommerceonline.And

whileequityandfairnesscanbetrickyto

solvefor,itshouldbeonthelistofrelevantconcernsfororganizationsinanyindustry.It’sparticularlysurprisingtoseelittleim-

provementintherecognitionandmitigationofthisriskgiventheattentiontoracial

biasandotherexamplesofdiscriminatorytreatmentsuchasage-basedtargetinginjobadvertisementsonsocialmedia.

Ontheground

AglobalcommoditiesproducerincreasesAIadoptionwithexplainability

needtofeelconfidentthatthereasoning

behindthedecisionissoundandsafe.Thematerialsmanufacturerusesthesimplest

andmosttransparentmodelspossibleto

enableexplainability,whichhasgonea

longwayinmakingworkersconfidentandexcitedtousenewAIapplications.Italso

hasimprovedoperations,contributingtoa15percentupliftinearningsbeforeinterest,taxes,depreciation,andamortization

throughAIandanalyticsinitiatives.

Alackofmodelexplainabilitypresents

alevelofriskinnearlyeveryindustry.In

someareas,likehealthcare,thestakes

areparticularlyhighwhenAIcouldbe

presentingarecommendationforpatientcare.Infinancialservices,regulators

mayneedtoknowwhyanorganizationis

makingparticulardecisions—onlending,forexample.Butexplainabilitycanpresentanotherrisk:lackofAIadoption,leadingtowastedinvestmentandtheriskoffalling

behindthecompetition.InaninterviewwithMcKinsey,theheadofAItransformationataglobalmaterialsmanufacturernotesthatwithoutanexplainablemodel,adoption

byfrontlineworkersisnearlyimpossible.

WorkersneedtobeabletotrustAI’s

judgmentnotonlyforthesakeoftaking

themostefficientactionbutalsofortheirphysicalsafety.Whenatoolrecommendsrunningapieceofpotentiallydangerous

heavyequipmentinacertainway,workers

Globalsurvey:ThestateofAIin2020

10

TheCOVID-19effect

Despitetheeconomicchallengesthatpandemic-mitigationmeasureshavecausedformany

companies,thoseseeingthemostvaluefromAIaredoublingdownonthetechnology.

ThecompaniesseeingsignificantvaluefromAI

arecontinuingtoinvestinitduringthepandemic.

Mostrespondentsathighperformerssaytheir

organizationshaveincreasedinvestmentinAIineachmajorbusinessfunctioninresponsetothepandemic,whilelessthan30percentofotherrespondents

saythesame(Exhibit5).Byindustry,respondentsinautomotiveandassemblyaswellasinhealthcare

andpharmaarethemostlikelytosaytheircompanieshaveincreasedinvestment.

Generally,respondentsfromcompaniesthathave

adoptedmoreAIcapabilitiesaremorelikelytoreportseeingAImodelsmisperformamidtheCOVID-19

pandemicthanothersare.Responsesindicate

thathigh-performingorganizations,whichtendtohaveadoptedmoreAIcapabilitiesthanothers,arewitnessingmoremisperformancethancompaniesseeinglessvaluefromAI.Thesehigh-performing

organizations’modelswereparticularlyvulnerablewithinmarketingandsales,productdevelopment,andserviceoperations(Exhibit6)—theareaswhereAIadoptionismostcommonlyreported.

Exhibit5

Mosthigh-performingcompanieshaveincreasedtheirinvestmentinAIamidtheCOVID-19crisis,thoughthechangesvarybyindustry.

AveragechangeinAIinvestmentacrossbusinessfunctionsbecauseofCOVID-19pandemic,%ofrespondentsreportingadoptionofAI