利用微前端最大化客户体验现代化的价值-

Mckunsey

Digital

。

MaximizingthevalueofCX

modernizationwithmicrofrontends

Microfrontendshavehelpedcompaniesimproveproductivityby30to50percent—withoutaddingcapacity.How?Withaclearvisioninformedbycustomerexperienceandrobustgovernance.

mxf

By

ErezEizenman

Leveragesdeepexpertiseinbusinesstechnologytohelpclientsacrosssectorscapturedigitalandtechnologytransformationopportunities

By

JakeMcGuire

Workswithclientsone-commercetechnologyandproductdevelopment

By

McGregorFaulkner

Servesglobalpublicsectorandfinancialserviceinstitutionsondigitalandanalyticstransformations,withafocusonensuringorganizationsreachfulladoptionandscale.

By

RohitBhapkar

Advisesclientsondigitaltransformationsoftheircorebusinessacrossarangeofsectorswithadeepfocusinbanking

By

ThanouThirakul

SpecializesinITmodernizationinthefinancialandpublicsectors

April24,2025-ThispostispartofaresearchcollaborationbetweenMcKinseyandRAVL.

AsMcKinsey

haswrittenpreviously

,usingmicrofrontends—a

developmentapproachthatdividesafrontendapplicationintosmall,self-containedmodulesthatarebuiltanddeployedindependently—canallowcompaniestorapidlyupgradeaspectsoftheircustomerexperience(CX),

creatingvalueandenhancingperformancewithoutaddingcapacity(thatis,additionaldevelopers).Simplyput,whenimplementedproperly,micro

frontendscanhelpcompaniesuseexistingresourcesmoreefficientlyandeffectively,doingmorewithwhattheyalreadyhave.

Infact,McKinseyresearchshowsthatmanyorganizationsthathaveaCX-focusedstrategytoguidetheimplementationofmicrofrontendshave

achievedimpressiveoutcomes,includingthefollowing:

.reducingthetimetobuildanddeployanewreleasefromdaystominutes.speedingupdeliveryby30to50percentwiththesameresources

.a40to75percentimprovementinfrontendperformanceasmeasuredbypageloadtime1

Thebenefitsofmicrofrontendsareindustryagnostic,ascompaniesinvarioussectorshavedemonstrated(Exhibit1).

Exhibit1

companiesinarangeofindustrieshaveenhancedscalability,spedupdevelopment,andaddedvaluewithmicrofrontends.

Effectsofmicrofrontendsinorganizationsfromthreeindustries'

Domorewithwhatyouhave

Improvetimetomarket

Reduce

maintenance

costs

Financial

-Full-scaledevelopment

-streamlinedwebapplicationmaintenanceparallelwork

-Independentfeaturedeployment

-Automatedproductionwithnodowntime

Retail

-Aflexiblee-commerceplatformthatcutdevelopmenttimeinhalf

-Amodularwebapplicationdesignthatallowedpagestoload75%faster

consumerproduct

-AScalablee-commerceplatformthatcutdevelopmenttimeby30%

-Amodularwebapplicationdesignthatallowedpagestoload40%faster

'Eachorganizationusesitsowndesignformicrofrontends.

Mckinsey&company

Yetsomecompaniesthatdeploymicrofrontendsfailtoattainthese

outcomes.Whatdifferentiatesthosethatsucceedfromthosewhose

effortsfallshort?Inourexperience,it’sallaboutstrategyandgovernance.

Settingthestageforsuccesswitharoadmapandguidingprinciplesformicrofrontends

Organizationsthatstartwithaclearroadmapreflectingcustomer

feedbackandpriorityCXupgrades(a

CXjourneystrategy

)havethe

advantageofknowingwhattheywanttobuild.Withoutthatclarity,even

thebestapproachtobuildingwillfallshortofmaximizingcustomerimpact.ButwhencompaniescreateaCXjourneystrategyandadheretoit,they

definetheirfinancialgoalsandfocusonCXupgradesthatwillhelpthem

achievethosegoals.AccordingtoMcKinseyanalysis,companiesthattakethisstrategicapproachtomodernizingtheirCXhaveincreasedsales

conversionsbyabout10to15percentandboostedemployeeengagementby20to30percent.Andamicrofrontendapproachtodevelopmentcan

enableatimetomarketthatisapproximately20to50percentfasterthanaconventionalfrontendapproach.2

Theotherkeyingredientincapturingthefullvalueofmicrofrontends?Adeliberatefocusongovernance,bestpractices,androbustsupport

systems.Transitioningfromconventionaltomicrofrontend–enabledwaysofworkingrequiresorganizationstoadoptadevelopmentapproachthatmirrorsonewitha

trackrecordofsuccessinbackendmicroservices

.

Organizationsthatfollowthisapproachaddressthreeoperational

dimensions—efficientandeffectiveuseofexistingresources,fastertimetomarket,andlowermaintenancecosts(Exhibit2).

Exhibit2

Toensuresuccessfuladoptionofmicrofrontends,companiesshould

establishgovernancemodelsthataddressthreekeyoperationaldimensions.

Guidingprinciplesthatenableoptimaloutcomesineachdimension

-Establishagovernanceframeworkforcollaborationsoteamscanworkindependentlyaswellascollaboratively

-Toreducedesignchurn,documentshareddependenciesatbuildtimeratherthanatruntime

-Tofacilitatefasterbuilds,createguidelinesonsharedlibraryloadingwithmodulefederationandupgradelibrarypaths

-centralizealldocumentsandensurethatallteammembersreviewthemearlyandfrequently

-Authorandpublishsharedinterfaces,workflow,andcommunicationchannels

Domorewithwhatyouhave

Improvetimetomarket

Reduce

maintenancecosts

keyoperationaldimensions

Mckinsey&company

Gettingthemostoutofthetransitiontomicrofrontendshingeson

thoughtfulplanningandadherencetothemodelapproachdevelopedpriortolaunchingthisnewwayofworking.

Governanceandleadingpractices

Effectivegovernanceensuresconsistencyacrossmicrofrontends.

Organizationsmustclearlydefineboundaries,establishshareddesign

systems,andimplementautomatedcontinuousintegrationandcontinuousdeploymentpipelines.Guardrailsandtechnicalalignmentareessentialtomaintaincohesioninadistributedsystem(Exhibit3).

Exhibit3

Adoptingacentralizedgovernanceprocessensuresconsistencyandcross-functionalCOIlaborationbetweenmicrofrontends.

cross-functionalcollaboration

Independentcontinuous

integrationandcontinuousdeploymentpipelines

Mckinsey&company

4).

Standardizedcommunicationanddependencymanagement

Teamsmustmanageshareddependenciesandstandardizehowmicrofrontendsinteracttoensureseamlessperformanceandavoidconflicts.

Performanceoptimization

Maintainingoptimalperformanceandreliabilitydependsoncontinuousmonitoringandanalyticscoupledwithautomatedtesting.

Cross-functionalcollaboration

Successfuladoptionreliesonbreakingdownsilosandfostering

collaborationamongdevelopers,designers,andproductteams.ThisholisticapproachensuresthatadoptionalignswithorganizationalCXgoals.

Microfrontends,macroadvantages:Postadoptiongains

Microfrontendsempowerfrontendteamstoworkinparallel,driving

efficiencyandfasterinnovation.Unlikestandardapproachesto

development,microfrontendsbreaklargefrontendapplicationsinto

smaller,independentlydevelopedanddeployedpiecesthatareeach

alignedwithaspecificdomain.Teamscanfocusontheirareasofbusinessdomainexpertiseandleveragethetoolsandframeworksthatworkbestforthem,providedtheyadheretooverarchingarchitecturalguardrails(Exhibit

Exhibit4

Microfrontendsaddresskeyefficiencychallengesthatorganizationsfacethroughoutlargewebapplicationdevelopmentcycles.

standarddevelopmentapproachMicrofrontendapproach

complexandtightlycoupleddesignincreasestheeffrtneededtointegratenewfeatureswithout

affectingexistingfeatures

Design

simplemodulardesignincreasesefficiencybymakingiteasiertoaddnewfeatures

Largeteamsworkingonthesamecodebasecanmakeitdifficulttomerge,addstimespenton

extensiveadhoccoordination,reducescodingtime,anddiminishesreturnontalentinvestment

Frequentretestingofeachapplicationcomponentresultsinextensivedatasetupandintegration

requirements

Independentmoduledevelopmentwithsmall

code

teamsleavesmoretimetocode,requireslesstimeincoordinationmeetings,andenhancesreturnontalentinvestment

Test

selectivetestingofmodulesaffectedbyafeaturechangeinsteadoftestinganentireapplication

eliminatestimespentondatasetupand

integration

Deployandoperate

susceptibilitytocascadingfailuresincreasestheeffrtrequiredtoidentifyrootcausesforfailures

Failuresinnewlydeployedfeaturesarecontainedtoasinglemodule,avoidingpropagationtoothermodulesanddecreasingtheeffrtneededto

identifyrootcauses

Mckinsey&company

Unlockingthefullpotentialofmicrofrontendsrequiresthoughtful

governance,strategicalignment,andarobustprocessmap.Butby

positioningthemselvesforsuccessinthisendeavor,organizationscanreaptremendousrewards:

.Accelerateddevelopment.Microfrontendsenableteamstoworkon

separatepartsofanapplicationsimultaneously,eliminatingbottlenecksandacceleratingtimetomarket.

.Scalabilityandflexibility.Bymodularizingthefrontend,organizationscanscalewithsubstantiallygreateragility.Newfeaturesormodulescanbeaddedwithoutdisruptingexistingfunctionality,andtestingis

streamlinedconsiderably.

.Enhanceddeveloperproductivity.Cognitiveloadisreducedas

developersfocusonspecificareaswithinclearboundaries.Decentralized

ownershipminimizescoordinationchallengesandfostersanenvironmentofautonomyandcreativity.

Doneright,implementingmicrofrontendscanprovidethemissingpiece

fororganizationsseekingtomodernizetheirCX.Thisstructuredyetflexibleapproachtobuildingfrontendsystemscanopennewpossibilitiesfor

organizationstoaccelerateinnovationwhilerespondingtocustomers’evolvingneedsandmountingexpectations.

ErezEizenman

and

RohitBhapkar

areseniorpartnersinMcKinsey’s

Torontooffice,where

McGregorFaulkner

isapartnerandThanou

Thirakulisaseniorexpert;JakeMcGuireisapartnerintheDenveroffice.

TheauthorswishtothankRAVLCTODominicWallaceforhiscontributionstothisblogpost.

1“Embracingscalabilitywithmicrofrontendarchitecture,”ThinkSys,accessedApril10,2025.

2“Embracingscalabilitywithmicrofrontendarchitecture,”ThinkSys,accessedApril10,2025.

Future-proofingtheITfunctionamidglobaltrendsanddisruptions

AtMcKinsey’sCIORoundtableattheHamburgITStrategyDays,GermanIT

leadersdiscussedstrategiestofortifytheirIToperationswhilecontendingwithanevolvinggloballandscape.

mx

f

By

AndréJerenz

Servesleadingbankingandfinancialdata,infrastructure,andtechnologyclientsontechnologytransformationsthroughthemodernizationoflegacyITarchitecture,productoperatingmodels,andITproductivityimprovements

By

AnnaWiesinger

Advisespublic-andprivate-sectorclients,withafocusondigitalizationprocessesand

transformationmanagementforeducation,employee,jobmarket,andmanagerdevelopment

By

GérardRichter

EuropeanleaderofMcKinseyDigitalHubsandBuildbyMcKinseyandco-leaderofMcKinseyDigitalEurope

By

ThomasElsner

Workswithcompaniestoshapetheircoretechnologyagendasandcontributetothesuccessoftheirlarge-scaleinvestmentsintotechnologyanddigital

June11,2025-ITleadersmustfaceahardtruth:Globaldisruptionssuch

as

tariffsandtradecontrols

,policyshifts,andeconomicuncertaintydonotstopatcompaniesandtheirtechnologyfunctions.Inrecentyears,leadersacrossallbusinessfunctionshavefocusedtheireffortsonscalingthe

adoptionofcloudservicesand,morerecently,puttinggenAItouse.

Operatingmodelsweresetupglobally,integratedoutsourcingwasemployedatscale,andefficiencywastheparadigm.

Butasthegloballandscapecontinuestochange,companiesand

governmententitieswillneedtoreassessthesetupoftheirvaluechainastheycontinuetodevelopanddeploytheirtechnologylandscape.ITleaderswillneedtoconsiderprioritiessuchasensuringsovereigntyover

infrastructureanddataandreassessingITdeliverymodels,supplierrelationships,andthelocationofoperationsordatacenters.

AtMcKinsey’sCIORoundtableattheHamburgITStrategyDays,German

CIOsandCTOsdiscussedtheseprioritiesinrelationtotheEuropeanUnionandideatedstrategiestobolsterIToperationsandoutperformcompetitorsinthefaceofglobaldisruptions.

FourprioritiesthatequipITleaderstorespondswiftlytotrendsand

disruptions

TheresultsoftheCIORoundtablereflectedtheprevailingmoodamong

leadingGermanCIOsandCTOsregardingthestrategicimportanceoffourprioritiesaffectinggenAIdevelopment,suppliermanagement,andIT

deliverymodels.

Sovereigntyfordataandtechnology

gainsstrategicimportancewithgenAI

ThenextstageofgenAIdevelopmentwillbecharacterizedbyincreasedAIsovereigntyascompaniesandauthoritiesincreasinglydeveloptheirAI

applicationlandscape.Thistrendisdrivenbytheneedforbespoke

solutionsandbysecurityanddataprotectionconcerns.AIsovereignty

includescontrolovertechnologydevelopment,models,andapplications,

aswellascontroloveralgorithmsandflexible,adaptablearchitecturesthatallowcompaniestorespondquicklytonewrequirements.

AnotherkeyfactoristhetraceabilityofAIsystems:Companiesneedto

ensurethatdataorigins,modeldecisions,andprocessesarealways

transparentandauditablebyalwayshavingaccesstoandcontrolovertheirdata.IntheCIORoundtablediscussion,participantsagreedwiththis

priority,citingtheirownexperience.Atthesametime,however,executivesalsostatedthatdataandtechnologysovereigntyweremostlyunrealizedintheirorganizations.

Fordatariskmanagement,participantsproposedaclassificationapproachbasedonthetrafficlightprinciple(red,yellow,andgreen),where“red”datamustnotbeusedingenAIapplications.GenAIprojectsareoften

managedbyacentralteamthatmaintainsanoverviewofdatausage.

Participantsdescribedaschallengingtheexchangeofdatawithexternalpartners—forexample,inthehealthcareecosystembetween

pharmaceuticalmanufacturers,insurers,doctors,hospitals,and

pharmacies.WhiletherearenumerousideasforgenAIusecases,somecompaniesfocusonprojectswithaquickpayback(thatis,lessthana

year).However,thehighcostsofindividualusecasesposeahurdlefor

smallercompanies.Moreover,manyformerlyself-developedsolutionsarenowavailableonthemarketforafractionoftheoriginalcost.

Participantsemphasizedthatsovereigntydoesnotnecessarilymean

developingalltechnologiesinternally.Smallercompanies,especially,areseverelylimitedintheirpossibilities,andsovereigntyencompassesmorethanjustthelocationofthedatacenter—thesourceofthehardwareandsoftwarealsoplayacrucialrole.

Changesintheproviderlandscape

requirestrategicsuppliermanagement

Marketconcentrationinareassuchascloudinfrastructureandsoftware

platformsleadstoafewlargeprovidersdominatingthemarket.This

reducestheflexibilityofITorganizations.Internalmeasuressuchas

adjustingusageorswitchingtoanotherprovideroftencannotcompensateforpriceadjustments,forcingITdepartmentstocloselymonitorbudgets

andbepreparedforpriceincreases.Thesechallengesmayrequirea

reassessmentofsupplierrelationships.ITorganizationsmayneedto

reevaluatetheirrelationshipswithlargeprovidersandcouldconsider

alternativepartnerships,suchasworkingwithclassicalITserviceprovidersorsmallerproviders,toincreasetheresilienceandflexibilityoftheIT

infrastructure.

Thispriorityalsofoundhighapprovalamongtheroundtableparticipants,

withsomeparticipantsstatingthattheirorganizationshadlargely

implementedit.Inthediscussion,participantshadastronginterestindatacentersthatare“closertohome”intheEuropeanUnion,giventherisksofglobalbusinessvolatilityandregulatorydivergence.Participantsalso

discussednewconsiderations,suchastheincreasinguseofgenAIanddominantplayers,whendecidingbetweendevelopingin-houseservicecenters(“build”)orpurchasingexternalsolutions(“buy”).

Somesmallerprovidersandcompanieshavestartedtorebuildtheirown

on-premisecapacities—anaspectthat

techtalentfindsattractive

becauseitofferstheopportunitytoworkonarealtechinfrastructureinsteadof

pureserviceprovidermanagement.Moreover,on-premisesolutionscanenablebetterplanningandpreventtheuncontrolledgrowthofsoftware-as-a-service(SaaS)costs.However,limitedbudgetsandalackof

alternativestoSaaSmakeimplementingon-premisesolutionsdifficult.

Replacingsoftwarelicensesbeforetheirendoflifeisfinancially

challenging,andnegotiatingoroptimizingthecomplexityofsoftware

licensemodelsisincreasinglyseenascritical.Manycompanies,therefore,trytointegratemultipleprovidersandcontractuallysecurehostingin

Europe.Overall,participantsreportedthatthepriorityofstrategicsuppliermanagementhasshiftedfrompureprocurementtoaboard-leveltopic.

GeopoliticaltensionsrequirerethinkingITdeliverymodels

Mostcompanieshavebeenworkingtocaptureeconomiesofscaleby

globallyconsolidatingtheirIToperationsordatacenters.Butwith

internationalrelationsinflux,companiesarebeingforcedtoreassesstheirITdeliverymodelswhetherthey’veconsolidatedornot.Ineithercase,

companiesneedto

designtheirIToperationssothattheycanquickly

respondtounforeseenevents

withoutjeopardizingbusinessoperations.

Roundtableparticipantsconsideredthisarelevantpriority,butduetoitscomplexnature,manycompanieshavestruggledtoimplementit.

Companiesthatinvestearlyinresilientstructuresmaysecureastrategic

advantage.Approachessuchasnearshoring,inwhichITservicesare

relocatedcloserto—butnotinside—thehomemarket,mayhelpminimize

geopoliticalrisks.CompaniescanusetheseregionalIThubstoreduce

theirdependenceonglobalsupplychainsandincreasetheirflexibility.Thatsaid,thelaborcostadvantagesofthepasthaveslimmedsignificantly.

Anotherapproachtosupplychainstrategyhasbeenemerging.Local

shoring—or“localforlocal”—mapsoutacompany’sentireITvaluechaintostabilizeitwithinacountry’slegalframeworkandallowscompaniesto

operateclosertolocalmarketsandtobetterunderstandtheirspecific

requirements.Localteamscanthenadaptswiftlytomarkettrendsand

tailortheirsolutionstoregionalconditions,whichcanstrengthenthe

company’scompetitiveadvantage.Someroundtableparticipantsargued

thatthisapproachneededtobedifferentiatedatthebusinessprocess

leveltoensurelong-termsuccess.Forexample,alocal-for-localapproachwouldbedifficultforbankingorganizationsthatneedtoconnecttheir

operationstointernationalpaymentsystems.Therefore,itisimportantforglobalandlocalteamstocloselycollaboratetoidentifywheretheirservicesoverlapandtoexchangeinformationaboutthelocalversusglobalmarket

conditionsandcustomerdemand.

Someroundtableparticipantsalsomentionedthatrecruitingqualified

employeesfordifferentregionallocationswasanobstacletoimplementingthispriority.Thenecessarytechtalentneedstonotonlyhaverelevanttechexpertisebutalsounderstandlocalconditionstosuccessfullymeetthe

specificchallengesoftherespectivemarkets.Especiallyinregionswithashortageofskilledworkers,companiesneedtofindinnovativewaysto

attractandretaintalentinthelongterm.Companiescanensurethatthistalentisavailablethroughtargetedtrainingprograms,collaborationswitheducationalinstitutions,orattractiveworkingconditions.

Simultaneously,companiesneedtobalancecompliancewithvariousdataprotectionrequirements.WhiletheEuropeanUnion,forexample,requiresthatdatabeprocessedexclusivelywithintheUnion,othercountriessuchasChinarequiredatatobestoredlocally.ThesedivergingrequirementscomplicateglobalITarchitectures,increasingtheimportanceofflexible

architecturesthatcanquicklyrespondtomarketandlegalchanges.

Newcybersecuritythreatsrequire

innovativestrategiestoprotectdata

TherapiddevelopmentofAItechnologieshascreated

newsecurityrisks,

includingdeepfakes,automatedattacks,anddatamisuse,

increasingtheimportanceofefficientthreatdetectionanddefense.Traditionalprotectionmechanismssuchasfirewallsorendpointprotectionarelesseffective

againstsophisticatedcyberthreats.ITteamsthereforeneedinnovative

approachesandtoolsthatquicklyadapttheirsecurityinfrastructures

withinthedynamicthreatlandscape.Implementingreal-timeverificationiscrucialtoquicklyidentifyingandneutralizingfakecontentandharmful

data.AI-powereddefensetoolscanbeusedtoidentifypatternsandanomaliesthatindicatepotentialattacks.

Nearlyalltheroundtableparticipantsconsideredthetopicrelevanttotheirdailywork,withmanyhavingpartiallyorfullyimplementednewprotectiontechnology.Inthediscussion,thedangerofdeepfakeswasrepeatedly

highlighted.Inthehandsofmaliciousactors,deepfakescanengender

devastatingconsequences—including,forinstance,theerosionof

customers’trustintargetedcompaniesorthetheftofintellectualpropertyandidentities.Participantsalsoquestionedhowtheycouldprotectagainstthreatswhentrainedemployeescannotreliablyrecognizefakecontent.Atthesametime,participantsdiscussedwhichAIsystemscouldexecute

securityprocessesmoreefficientlyversussystemsthatcouldcomplementprocesseswithahumanfactor.

WorldwideuncertaintyguaranteesthatCIOsandCTOswillneedto

prioritizeresilience,agility,andstrategicadaptabilityintheirITand

technologyinitiatives.ITleaderswhofocusonbuildingflexible,secure,andscalableIToperationscouldenabletheirorganizationstoremaininnovativeandcompetitiveamidunpredictableeconomicandmarketconditions.

AndréJerenz

isapartnerinMcKinsey’sHamburgoffice

AnnaWiesinger

isapartnerintheDüsseldorfoffice,

GérardRichter

isaseniorpartnerintheFrankfurtoffice,and

ThomasElsner

isapartnerintheMunichoffice.

TheauthorswishtothankBjörnMichalikandPhilippHühnefortheircontributionstothisblogpost.

Techtalentgap:Addressinganongoingchallenge

ThetechtalentgapinEuropeshowsnosignsofclosing,socompanieswillneedtothinkholisticallytofulfilltheirtalentneeds.

mx

f

By

AnnaWiesinger

Advisespublic-andprivate-sectorclients,withafocusondigitalizationprocessesand

transformationmanagementforeducation,employee,jobmarket,andmanagerdevelopment

By

HenningSoller

ServescompaniesacrossEuropeandtheMiddleEastonlarge-scaleITanddatatransformationswithafocusonscalinginnovation

By

NadjaStark

Focusesonadvancedanalyticsanddigitaltransformationsthatgrowclients’capabilitiesandtalent,andbuildingplatformstosupportboth

By

ThaoDürschlag

Servesclientsfromthefinancialindustryinthecontextofcomplextechnologytransformationsimpactingoperatingmodelandpeoplerequirements

March17,2025-Only16percentofexecutivesfeelcomfortablewiththeamountoftechnologytalenttheyhaveavailabletodrivetheirdigital

transformation,accordingtoa2023internalMcKinseysurveyof40

executivesacrosssectors.Thesamesurveyfoundthat60percentof

companiescitedthescarcityoftechtalentandskillsasakeyinhibitorofthattransformation.

ThetalentgapwasalsoacentralthemeatourlatestTechTalent

RoundtableinFrankfurt.Thisevent,thethirdinourTechTalentRoundtableseries,broughttogetherseniorHRandITleadersinEuropefromacross

sectors,includingtechnologyandthemedia,energyandmaterials,finance,andthepublicsector.

Whilelayoffsbymajortechnologycompaniesmayhavetemporarily

increasedthepoolofavailabletechtalent,thereisnoevidenceofa

systematicnarrowingofthegapbetweensupplyanddemand.Resultsfromthesurveyreferencedaboveindicatethatbasedoncurrenttrends,

demandfortechtalentislikelytobetwotofourtimesgreaterthansupplyoverthecomingyears.WithintheEuropeanUnionalone,

thetechtalent

gapcouldbe1.4millionto3.9millionpeopleby2027

.

CouldgenAIbethesolution?

Overthecourseoftheroundtable,genAIwasrepeatedlymentionedasa

possiblesolutionforthetechtalentshortageduetoitspotentialto

increaseworkforceefficiency.GenAIcan

improveproductmanager

productivityby40percent

(wheretheprocessofrequirements

specificationissufficientlyautomated),forexample,andcan

halvethetime

ittakes

todocumentandcode.Sofar,however,thispotentialhasbeen

realizedonlybyleadingcompaniesthathaveinvestedinasignificantdegreeofautomation;mostcompanieshaveyettoseeefficiency

improvementsatthisscale.

Despitetheefficiency-improvingpotentialofgenAI,thereiscurrentlyno

evidencethatthetechnologyisleadingtoareductionindemandfortechtalent.Onthecontrary:Weseethatthedemandfortechnologytalenthasincreasedascompaniesinvestinpreparingthetechnologicalbackbone

neededfortheeffectivedeploymentofAItools.Roundtableparticipants

notedthatresourcesfreedupthroughtheincreasedefficiencyof

technologyteamshavemostlybeenredeployedtodeliveryteams,allowingtheseteamstoexpandtheiroutputs.

Inaddition,

thespreadofgenAIhasgeneratedfurtherdemandfora

subsetofskillsandtalents

.ThefullpotentialofgenAIcanberealizedonlyifitisbothembeddedappropriatelyandusedeffectivelybyasignificant

proportionoftheworkforce.Theserequirementsdidnotapplytoprevioustechnologies,whichmeansthatasignificantnumberofemployees—manyofwhommayhavelimitedtechnicalknowledge—mayneedtobereskilledorupskilled.ManyofthetoolsandoutputcreatedbygenAIalsoneedto

bemanagedorinterpretedbyhumans,whichimposesadditionaltalent

needs.Currently,therefore,genAIappearstoaddtoratherthanrelievetheproblemoftalentshortages.

Companieswillneedtotakeaholisticapproachtomeetingtheirtalentneeds

Therewillbenomagicbulletsolution