IBM -你的AI有回报吗 获取更高投资回报率的五个步骤 Is your AI paying off Five steps to capture higher ROI

IBMInstituteforBusinessValue|ResearchInsights

IsyourAIpayingoff?

FivestepstocapturehigherROI

Contents

Introduction

WhereAIROIbreaksdown 4

Sectionone

AlignAIspendwithproven

AIperformance …………6

Sectiontwo

Decidewhatsuccesslooks

like-thenmeasureit 9

Sectionthree

FullyoptimizeAIspend 11

Sectionfour

ReducethetechdebtdragonROI 14

Sectionfive

Buildgovernancethatscales

withadoption 16

3

andperformancemeasuresuccessspendtechdebtthatscales

IntroductionAlignspendDefineandOptimizeReduceBuildgovernance

Key

takeaways

Averageenterprise-wideAIROIisonly17%.

GreaterROIdiscipline

canhelpturnAIintoa

powerfulgrowthengine.

■AlignAIspendwithprovenAIperformance.

OrganizationsfocusingAIinvestmentsonbusinessareasgeneratingthehighestAIreturnssee22%higherfunction-specificAIROIthantheirpeers.

Decidewhatsuccesslookslike—thenmeasureit.

OrganizationsthatuseAIperformancedatatoinformfundingandtalentdecisionsachieve112%higherAIROIthantheirpeers.Butonly25%oftechexecutivesmeasureAIROIconsistently.

FullyoptimizeAIspend.

Organizationswithafit-for-purposeAImodelstrategyexpect24%greaterproductivitygainsand55%higheroperatingprofitmarginimprovementsby2030.

ReducethetechdebtdragonROI.

Organizationsthatexplicitlyaccountformodernizationandtechnical-debtremediationwithintheirAIbusinesscasesachieve29%higherAIROIthanthosethattreatmodernizationasaseparateconversation.

■Buildgovernancethatscaleswithadoption.

Stronggovernancehelpsorganizationsdeliver2.5

morenetnewAIvaluebyhittingthreekeybenchmarks:

scaling75%ofAIinitiativesintoproduction,achievingintendedoutcomesin75%ofAIinitiatives,and

reducingAIvaluelosttofrictionto10%

4

IntroductionAlignspend

andperformance

DefineandOptimizeReduceBuildgovernance

measuresuccessspendtechdebtthatscales

Introduction

WhereAIROIbreaksdown

MostAIinvestmentsfail.It'stheuglytruth.Butwhy?

Theanswerisnotalwaysaboutchoosingtherightmodelsoralgorithms.

ROIonAIinvestmentsismoreoftenerodedbyorganizationalfactors:

fragmentedprocesses,inconsistentmeasurement,poorvisibility,andtechnicaldebt.OneinfivedollarsofAIvalueislosttofrictionwithintheenterprise-anenvironmentthatexecutivescanfullycontrol.1

Lossesdon'tcomefromasinglefailedproject.Theyaccumulateacrossan

organization'sAIportfolio.Let'slookatthemath.RecentresearchfromtheIBMInstituteforBusinessValue(IBMIBV)foundthatlargeenterprisesreportanaverageAIROIof17%.²Acrosstheportfolio,nearlytwo-thirdsofAI

initiativesfailtomeetexpectedobjectives.3Thatmeansasmallnumberofsuccessfulprojectsgenerateadisproportionateshareofrealizedvaluewhiletherestfallshortofminimumexpectations.

Thisisnotanisolatedexample.IBMIBVdata,sourcedfrommultiplesurveysoftensofthousandsofexecutivesacrossindustriesandgeographies,revealthattheAIROIproblemisrealandpervasive.

Asmallnumberofsuccessful

projectsgenerateadisproportionateshareofAIvalue.

andperformancemeasuresuccessspendtechdebtthatscales

IntroductionAlignspendDefineandOptimizeReduceBuildgovernance

5

1

AlignAIspendwithprovenAIperformance.

Thefunctions

receivingthe

largestshareofAIinvestment

aren'talwaystheonesproducingthestrongest

returns.

Thegoodnews?Thesolutionisbettermanagement,notmoretechnology.Thatmeansstrategicshiftscanhelpexecutivesmovetheneedle.

HerearefivestepsenterpriseleaderscantaketostoppouringmoneyintoasystemthatleaksvalueandstartbuildingAIROIbydesign.

2

Decidewhatsuccess

lookslike-then

measureit.

Mostinitiativesarelaunchedwithoutaconsistentwaytoassesstheir

impact.

)

FullyoptimizeAIspend.

ManyorganizationslackvisibilityintowhetherdeliveringaunitofAIvalueisgettingcheaperormoreexpensive.

Reducethetech

debtdragonROI.

Complexity,

fragmenteddata,andarchitecturalsprawlquietly

consumeAIreturns.

5

Buildgovernancethatscaleswith

adoption.

Weakgovernance

preventsorganizations

fromconnectingAI

initiativestothe

businessoutcomes

theyaimtoachieve.

IntroductionAlignspendDefineandOptimizeReduceBuildgovernance

andperformancemeasuresuccessspendtechdebtthatscales

Section1

Painpoint:Yourbiggest

AIinvestmentsdon't

yieldthebiggestreturns

Potentialgain:

22%higherAIROI

AlignAIspendwith

provenAIperformance.

WhereshouldyouspendyournextAIdollar?Thepressuretogetthisdecisionrightisintense.ButasAIevolves,

businesscasesshift.It'srarelyobviouswhetheraninvestmentwillwork.Letalonewhichwillworkbest.

Asaresult,organizationstendtospreadAIbudgetsacrossdepartments

somewhatevenly,ratherthanfocusingonthefunctionsthatdeliverthestrongestreturns.Andthatdisconnectshowsupclearlyinourdata.

Forexample,ourresearchshowsthatIT,sales,andmarketingoftengeneratereturnsthatexceedtheirshareofAIfunding,suggestinguntappedopportunity.Meanwhile,researchandinnovationandriskandcomplianceabsorb

disproportionatelylargeinvestmentswithoutproducingcomparablereturns(seeFigure1).4

Only6%oforganizationsdirecttheirfivelargestAIinvestmentstothefive

functionsgeneratingtheirhighestAIreturns.Ouranalysisshowsthatthose

organizationsarerewardedforthatlaserfocus.Theyachieve22%higherAIROIthantherest-suggestingthatwhereorganizationsinvestmattersasmuchashowmuchtheyinvest.5

Putmoremoneybehindprovenvalue

TodeliverhigherROI,businessleadersshouldfundAIbasedonwhereitcancreatethegreatestenterprisevalue.RatherthanspreadingAIbudgetsacrossdepartments,theyshoulddirectinvestmenttowardtheworkflowswhere

AIcanhavethegreatestimpact.Especiallythosethatconnectpeople,data,anddecisionsacrossfunctions.

6

IntroductionAlignspend

andperformance

Defineand

measuresuccess

Optimize

spend

ReduceBuildgovernancetechdebtthatscales

Thedifferenceweseebetweenthe17%averageenterprise-wideAIROIandthe11%averagefunction-specificAIROIhelpstellthestoryabout

whereAIcreatesthemostvalue.High-valueAIdeploymentscanspan

multiplefunctionsandcangeneratelargereturnsthatarecapturedintheenterprise-widemeasurebutthataren’'tfullyattributedtoasinglefunction.That'swhytakingasiloedapproachtofundinghamstringsROI.

FIGURE1

AIspendandAIROIdon'talwayslineup

IT,sales,andmarketinggeneratereturnsthatexceedtheirshareofAIfunding.Researchandinnovationandriskandcomplianceconsumemoreinvestmentwhiledeliveringlowerreturns.

■ROIoutperforms

shareofspend

ROIunderperformsshareofspend

Averagefunction-specificROI

Customerservice

Informationtechnology

Marketing

Productdevelopment

Finance

Supplychain

2

3

4

5

Average

11%

Researchandinnovation8

Procurement

Riskandcompliance10

Manufacturing11

Informationsecurity12

Humanresources13

ShareofAIspend

Customerservice

ResearchandinnovationProductdevelopment

Riskandcompliance

InformationtechnologySupplychain

Average

7%

8Marketing

9

10Procurement

11Manufacturing

12Humanresources

13Informationsecurity

Defineand

measuresuccess

Optimize

spend

Build

that

Reduce

techdebt

governancescales

IntroductionAlignspend

andperformance

8

Higher-value,enterprise-wideopportunitiesoftensharecommon

characteristics.Theydependonscarceexpertise,involvedecisionsthattaketoolong,orareslowedbyhandoffsbetweenteams.Intheseworkflows,AIcandomorethanautomateindividualtasks.Itcanremovebottlenecks,acceleratedecision-making,andscalegoodjudgmentacrosstheorganization.

Successrequiresleaderstothinkbeyondisolatedusecases.Insteadof

optimizingindividualfunctions,organizationsshouldredesignthemostvaluableend-to-endprocessesaroundtheoutcomescustomersandstakeholderscareaboutmost.WhenAIisfocusedinareaswhereithasthebiggestimpactonthevaluestream,returnsstarttocompound.

WhenanAIinitiativeprovesitsvalue,don'tcelebrateitandmoveon.Shiftresourcestowardthenextsetofhigh-returnopportunitiesanduserealizedgainstofundfurthertransformation.Overtime,thatcreatesaportfolioinwhicheachsuccessfulinvestmenthelpsfinancethenext-andturnsAIintoatruegrowthengine.

WhenAIisfocusedinareaswhereithasthebiggestimpactonthevaluestream,returnsstarttocompound.

Introduction

Section2

Alignspend

andperformance

DefineandOptimizeReduceBuildgovernance

measuresuccessspendtechdebtthatscales

Painpoint:Youcan'treliablymeasure

thereturnsofyourAIinvestments

Potentialgain:

Upto112%

Decidewhatsuccesslooks

like—thenmeasureit.

greaterAIROI

OrganizationsarepouringmoneyintoAIwithout

areliablewaytoknowwhereandwhetherit'sworking.Infact,84%oftechleaderssaytheirorganizationhasyet

tofullyoperationalizeAIfinancialmanagement.6

Ourresearchrevealsthescaleoftheproblem.68%ofChiefAIOfficerssaytheylaunchAIinitiativesevenwhentheyhavenoreliablewaytoassessormeasureimpact.?AndonlyaquarteroftechexecutivessaytheyconsistentlymeasureAIROI(seeFigure2).8

Thislackofdisciplinehasameasurablecost.OrganizationsthatuseAI

performancedatatoinformfundingandtalentdecisionsachieve112%

higherAIROIthantheirpeers.9Likewise,technologyleaderswhocombinedisciplinedfundingprocesseswithconsistentROImeasurementgenerate25%higherreturns.10Thelessonisclear.Measurementisnotsimply

areportingexercise.It'sacorecapabilityfordirectingresourcestowardtheAIinvestmentsthatcreatethemostvalue.

EvaluateeveryAIopportunitythroughmultiplelenses:potentialvalue,

implementationcomplexity,datareadiness,andabilitytoscale.

9

10

andperformancemeasuresuccessspendtechdebtthatscales

IntroductionAlignspendDefineandOptimizeReduceBuildgovernance

FIGURE2

EnterpriseleadersstruggletomeasureAIsuccess

68%ofCAIOslaunchAIinitiativesevenwhen

Only25%oftechexecutivesmeasuretheROIofAIconsistently.

theyhavenoreliablewaytoassesstheirimpact.

TieeveryAIinvestmenttospecificbusinessoutcomes

BringingmorefinancialdisciplinetotheAIportfoliostartsbyconnectingAIinitiativestobusinessoutcomesbeforesignificantresourcesarecommitted.

IdentifyhowAIisexpectedtoinfluencethetargetedoutcome-suchas

reducingcosts,acceleratingcycletimes,orimprovingquality-andestablishhowprogresswillbetracked.Thismakesitpossibletotestassumptions,

refineapproaches,andgenerateevidenceearlyintheprocess.Asinvestmentsadvancethroughdefinedstages,businessleaderscandecidewhetherto

continuefundingbasedondemonstratedresults.

EvaluateeveryAIopportunitythroughmultiplelenses:potentialvalue,

implementationcomplexity,datareadiness,andabilitytoscale.Thisgivestheenterpriseamoreobjectivebasisforprioritizinghigh-potentialopportunities.Someinitiativeswillscale.Otherswillbeadjustedorstoppedaltogether

Thegoalisnottoavoidfailureatallcosts.ItistoensurethatevidencedetermineswhereAIinvestmentgoesnext.

11

Introduction

Section3

Alignspend

andperformance

DefineandOptimizeReduceBuildgovernance

measuresuccessspendtechdebtthatscales

Painpoint:ThebusinesscaseforAIischangingfasterthanyourportfoliocanadapt

FullyoptimizeAIspend.

Potentialgain:

24%greater

productivity

gainsand55%higheroperatingprofitmargin

improvements

CreatingvaluewithAIisonlyhalftheequation.Theotherhalfiswhatitcoststocreatethatvalue-andwhetherthosecostsaregoingupordown.Formanyorganizations,thatpicture

remainsopaque.

Today,85%oftechnologyleaderssaytheylackreal-timevisibilityintoAI

spending,makingitdifficulttodeterminewhetherAIvalueisbecomingcheaperormoreexpensivetodeliver.11Atthesametime,organizationsreportcloudcoststhatrun48%higherthaninitiallyprojectedasAIworkloadsconsumemore

infrastructurethanexpected.2

ThechallengeisthatAIdoesn'tbehavelikeothertechnologyinvestments.

Workloadsfluctuate.Computingdemandsspikeunexpectedly.Modelsrequireongoingtuning,retraining,andupgrading.Typically,AImodelsdepreciatefasterthantraditionalITassets.

ManagingAIcostsrequiresproactivemodelmanagement,asnoteveryusecaserequiresthenewestormostpowerfulmodel.Infact,ourresearchshowsthat

organizationsthatusemultiplemodelsinanintegratedandoptimizedwaysee

significantcostsavings.OrganizationsthatscaleAIwithafocusonsmallerAI

modelsoracombinationofcustomandfoundationmodelsanticipate24%greaterproductivitygains,55%higheroperatingprofitmarginimprovements,andtwicethereductioninprocesscycleandprojectdeliverytimesby2030,comparedto

thoserelyingpredominantlyonlargepre-trainedmodels(seeFigure3).13

Butcapturingthosesavingsrequiresvisibility.Leadersneedtoknowwhen

alower-costoptioncandeliverthesameoutcomeandwhenamorepowerfulmodeljustifiestheadditionalexpense.Feworganizationshavethatcapability.

12

andperformancemeasuresuccessspendtechdebtthatscales

IntroductionAlignspendDefineandOptimizeReduceBuildgovernance

FIGURE3

Afit-for-purposemodelstrategyamplifiesexpectedAIvalue

greaterproductivitygains

inadditionalcostsavingslinkedtousing

customandfoundationmodelstailoredtospecificbusinessoutcomes

greaterimprovementin

inadditionalannualoperatingprofit

operatingprofitmargins

linkedtousingsmallerAImodels

Note:Calculationsarebasedonanaveragecompanywith$20billioninannualrevenue.

Dollarfiguresreflectexpectedgainsachievedontopofthoseachievedusingfoundationmodelsalone.

Thesepoorlyunderstoodcostsconsumeresourcesthatcouldotherwise

beusedtodrivegrowth.Whenleaderscan'tconnectspendingtooutcomes,theystruggletoscalewhatworksandshutdownwhatdoesn't.

Organizationswithstrongerfinancialdiscipline,however,getsubstantially

morefromtheirAIspend.Organizationswithstrongerfinancialdiscipline,

however,getsubstantiallymorefromtheirAIspend.Theyaremorelikely

tosaytheircloudinitiativesexceedexpectations,deploymoreAIagentsperbudgetdollar,andaremorelikelytosaytheyarefullypreparedforthecomingsurgeinAIadoption.14ThedifferenceisnothowmuchtheyspendonAI.Itisearlyvisibility,tightercoordination,andmoredeliberatecapitalallocation.

Introduction

Optimize

Buildgovernancethatscales

Defineand

measuresuccess

Reduce

Alignspend

spend

techdebt

andperformance

13

MakeyourAIspendworkharder

ReviewingAIcostscan'twaitforthenextquarterlyreview.Bythetimecostoverrunsappearinfinancialreports,theunderlyingdriversmayhavebeeninplaceformonths.Inefficienciesmayevenbeembeddedinenterprise

workflows,makingthemdifficulttofindandremove.

OrganizationsshouldaddressthischallengebytreatingAIasalivingportfolio.Thatmeansproactivelyanalyzingspending,ownership,performance,and

expectedreturnsattheuse-caselevel,sothatleaderscanadjustspendingascostsandreturnschange.

NotallAIinvestmentsshouldbemanagedthesameway.OperationalAIthatsupportsday-to-daybusinessactivitiesshouldbemeasuredagainsttotalcostofownershipandefficiencytargets.MorestrategicAIinvestmentsshouldbemanagedasaportfolio,withcapitalcontinuouslyallocatedtowardthe

initiativesshowingthestrongestevidenceofvaluecreation.

Leadersshouldalsolookbeyondindividualapplicationsandunderstandthe

economicsoftheentireAIecosystem,includingmodels,inference,data,

infrastructure,andvendorrelationships.Thatincludesevaluatingwhethera

differentmixofmodelscoulddelivercomparablebusinessoutcomesatalowercost.Maintainingflexibilitytoadoptnewmodelsaseconomicsimprovecan

keepcostsfrombecominglockedintotechnologiesthatnolongerdeliverthebestvalue.

Lookbeyondindividualapplicationsto

understandtheeconomicsoftheentireAIecosystem,includingmodels,

inference,data,infrastructure,and

vendorrelationships.

Introduction

Section4

Alignspend

andperformance

DefineandOptimizeReduceBuildgovernance

measuresuccessspendtechdebtthatscales

Painpoint:Techfrictioniseatingawayatyour

AIvalue

Potentialgain:

21%ofAIROIlosttofriction

Reducethetechdebt

dragonROI.

TechnicaldebthashistoricallybeenanITproblem.

AImakesitabusinessproblem.That'sbecauseeventhebestAIinitiativesstruggletocreatevalueamidstagingtechnology,fragmenteddataenvironments,andarchitecturalcomplexity.

Ourresearchshowsthat69%ofexecutivessaytechnicaldebtwillmakeat

leastsomeAIinitiativesfinanciallyuntenable.15Atthesametime,58%reportpressuretocutnon-AItechnologyspendingtofreeupresourcesforAI

investments.16It'sadangerouscontradiction:organizationsareracingtoscaleAIwhilereducinginvestmentinthetechnologyfoundationAIdependson.

Thecostismeasurable.Asreferencedabove,organizationslose21%of

potentialAIROI,onaverage,tofrictionwithintheenterprise(seeFigure4).17Conversely,organizationsthatexplicitlyaccountformodernizationand

technical-debtremediationwithintheirAIbusinesscasesachieve29%higherAIROIthanthosethattreatmodernizationasaseparateconversation.18

14

andperformancemeasuresuccessspendtechdebtthatscales

IntroductionAlignspendDefineandOptimizeReduceBuildgovernance

15

FIGURE4

FrictionconsumesAIvalue

dollarsofAIvalue

islosttofrictionwithintheenterprise.

1in5

RemovehiddenobstaclestoAIROI

Youcan'tbuildamodernAIbusinesson

anoutdatedtechnologyfoundation.Butthesolutionisn'ttomodernizeeverything.Organizationsshouldfocusfirstonthe

technologyconstraintslimitingtheirmostimportantAI-enabledworkflows.

Identifywheretechnicaldebt,data

fragmentation,andsystemdependencies

areincreasingcosts,slowingdeployment,

orreducingtheeffectivenessofAIsolutions.

Organizationsoftentrytosolveprocess,data,andarchitectureproblemswithmorepowerfulAI,whenfixingtheunderlyingenvironment

woulddomoretoimproveperformance.

Oncekeyconstraintsareexposed,theycan

beprioritizedbasedontheirimpactonbusiness

outcomesratherthantheirpositiononanITroadmap.

EveryAIbusinesscaseshouldalsoaccount

forthemodernizationitrequires.Insteadof

treatingtechnologyremediationasaseparateinvestment,accountforthecostofresolving

criticalbarriersaspartoftheexpectedreturn.Thisproducesamorerealisticviewofbothcostsandvaluewhileincreasingthelikelihoodthat

benefitswillberealized.

Don'tstopwithasingleworkflow.Applythe

sameimprovementstoneighboringprocesses,shareddataassets,andexecutionplatforms.EachfixmakesthenextAIinitiativeeasier,

faster,andlessexpensivetodeploy.Over

time,theorganizationcanspendlesseffort

overcomingfrictionandmoreondrivinggrowth.

andperformancemeasuresuccessspendtechdebtthatscales

IntroductionAlignspendDefineandOptimizeReduceBuildgovernance

Section5Painpoint:AIadoption

isaccelerating,butgovernanceisnot

Potentialgain:

2.5xmorenetnewAIvalue

Buildgovernancethat

scaleswithadoption.

Poorgovernancedoesn'tjustincreaserisk.

Itcandestroyvalue.

Mostexecutivesunderstandtherolegovernanceplaysinreducingriskandmeetingcomplianceobligations.WhattheyoftenunderestimateisitsimpactonAIROI.Whengovernancecan'tkeeppacewithadoption,organizationsstruggletomaintainaccountabilityforoutcomes,makingconsistentreturnshardertoachieve.

Theproblemiswidespread.77%ofexecutivessayAIadoptionisoutpacinggovernancecapabilitiesattheirorganizations.19AsAIusecasesmultiply

acrosstheenterprise,organizationsarefindingitincreasinglydifficulttoprovidetheoversight,accountability,andoperationaldisciplineneededtoscaleAIeffectively.

Ifgovernancelags,it'seasyfororganizationstobecomefocusedon

deployingAIratherthandeliveringresults.Teamsmaycontinueadding

AIcapabilitieswithoutregularlyquestioningwhetherthosecapabilitiesarenecessary,cost-effective,orthebestwaytosolvetheproblem.TheresultisthatAIcansucceedtechnicallyandstillfailcommercially.

Ontheotherhand,stronggovernancehelpsorganizationsconsistentlydeliverthreeoutcomesthatdriveAIROI:scalingsuccessfulinitiativesintoproduction,achievingintendedbusinessresults,andreducingfrictionwithintheenterprise

(seeFigure5).Together,thesethreemeasureshaveapowerfulimpactonAIreturns.

16

Defineand

measuresuccess

Optimize

spend

ReduceBuildgovernancetechdebtthatscales

IntroductionAlignspend

andperformance

17

Toillustratethepotentialimpactofstrongerexecution,wemodeledarepresentativeUS$17billionenterpriseundertwoscenarios:itscurrentprojectedtrajectoryandahigher-performancebenchmarkscenario.

Ouranalysissuggeststhatorganizationscouldachieveroughly

2.5xmorenetnewAIvalueby:

-Scaling75%ofAIinitiativesintoproduction

-Achievingintendedoutcomesin75%ofAIinitiatives

-ReducingAIvaluelosttofrictionto10%

HittingthesekeybenchmarkscouldincreaseAI-createdvaluetoapproximatelyUS$1billionannuallyby2028.20Moreimportantly,itcreatesaportfoliothatbecomesstronger,moreefficient,

andmorevaluablewitheachsuccessfulAIinvestment.

FIGURE5

Strongergovernancedrives

moreeffectiveexecution

Stronggovernancehelps

organizationsconsistentlydeliverthreeoutcomesthatdriveAIROI

3

Reducingfrictionwithintheenterprise

1

Scalingsuccessfulinitiativesintoproduction

Achievingintendedbusinessresults

andperformancemeasuresuccessspendtechdebtthatscales

IntroductionAlignspendDefineandOptimizeReduceBuildgovernance

18

Governoutcomes,notactivity

Goodgovernanceisaboutfollow-through.Definingtargetoutcomesand

measuringprogressonlymattersifleadersusethatinformationtomakebetterdecisionsaboutAIinvestments.Governancereviewsshouldfocusonwhetherresultsjustifycontinuedinvestment.Leadersshouldask:

Areoutcome

metricsimproving?

Areimprovements

meaningfulfor

thebusiness?

Arebenefitslarge

enoughtojustify

ongoinginvestment?

ConsistentlyansweringthosequestionsrequiresgovernancemechanismsthatscalewithAIadoption.Embeddingdecisionrights,audittrails,and

interventionmechanismsdirectlyintothearchitecturemakesoversightpartoftheoperatingmodel.OrganizationsneedclearrulesforwhenAIoutputsshouldbechallenged,whohastheauthoritytointervene,andhowconcernsareescalated.

Governanceshouldalsohelpteamsdeterminewhetherthey'reusingtherightmodelfortherighttask.Leadersshouldestablishclearcriteriaformodel

selectionandperiodicallyreassesswhetherthosechoicesremainappropriate.Withoutthatdiscipline,organizationsrisklockingexpensivemodelsinto

workflowswherelighter-weightoptionscoulddeliversimilarresults.

Asgovernanceevolves,activelyrecognizeandrewardemployeeswhoidentifymisalignedmodelstrategies,inappropriateAIrecommendations,orother

emergingrisksbeforetheyaffectbusinessoutcomes.Whenaccountability,transparency,andhumanjudgmentarebuiltintotheAIoperatingmodelfromthestart,governancebecomesavaluedriverratherthanaconstraint.

19

Researchmethodology

ThisreportsynthesizesfindingsfromrecentIBMIBVresearchonAIinvestment,adoption,

governance,technologymodernization,and

businessvalue.TheanalysisdrawsonpreviouslypublishedIBMIBVstudies,eachbasedonits

ownprimaryresearchmethodologyand

respondentsample.Wereviewedfindings

acrossthesestudiestoidentifyrecurring

barrierstoAIROI,assesshowthosebarriers

affectenterprisevalue,anddevelopfiveactionsleaderscantaketoimprovereturns.

Becausetheunderlyingstudieswereconductedindependently-withdifferentrespondent

populations,fieldingperiods,geographies,andresearchdesigns-theirsampleswerenot

combined,reweighted,ortreatedasasingle

dataset.Comparisonsacrossstudiesare

thereforeintendedtorevealconsistentpatternsanddirectionalinsights,nottoestablishcausalrelationships.

HowIBMcanhelp

IBMhasbeenprovidingexpertisetohelp

organizationswininthemarketplaceformorethanacentury.ClientscanrealizethepotentialofAIandbetternavigateachangingworldusingIBM'sdeepindustry,functional,andtechnicalexpertise;enterprise-gradetechnology

solutions;andscience-basedresearchinnovations.

FormoreinformationaboutAIservicesfromIBMConsulting,visit/services/

artificial-intelligence.

FormoreinformationaboutAIsolutionsfromIBMSoftware,visit/watson.

FormoreinformationaboutAIinnovationsfromIBMResearch,visit/

artificial-intelligence.

20

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