IBM商业价值研究院：2024年科技领导者亟需揭示的六大盲点：如何在生成式AI时代推动增长报告（英文版）

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Technology Leaders Study

6 blind spots tech

leaders must reveal

How to drive growth

in the generative AI era

IBM Institute for Business Value Global

C-suite

Series

30th Edition

About the study

In Q1 2024, in cooperation with Oxford Economics, the IBM Institute

for Business Value (IBM IBV) surveyed 2,500 C-suite technology leaders,

including Chief Technology Officers (CTOs), Chief Information Officers

(CIOs), and Chief Data Officers (CDOs). Separately, a small group of

executives was engaged for in-depth, qualitative interviews. These

discussions focused on key insights from the study and the executives’

on-the-ground experience leading technology for organizations in the

new era of AI. With respondents spanning 26 industries and 34 locations

worldwide, this study marks a significant first look at a new technology

coalition that is managing the enablement and delivery of AI capabilities

across the business. For more details, see “Research methodology and

analysis” on page 62.

The cover concept and individual patterns in

this report were developed using generative AI.

IBM IBV designers translated each of the “blind spots” into prompts,

and then used these prompts within Adobe Firefly to generate

vector-based imagery that inspired the basis and structure

for each pattern. Similarly, the photos that appear in this report

were identified using AI-assisted, natural-language search,

using the generated patterns as reference images.

Overall, the efficiency gained by integrating these

tools into the design process is as follows:

Concept—3 weeks to 1.5 days

Patterns—2 weeks to 2 days

Photography—1 week to 2 hours

Contents

Introduction

The end of business

as usual

Tech leaders outlook

We treat tech

as an enabler but...

Tech must be the core

of everything we do.

Innovation

We say we are working

together but...

Our collaboration

is only skin-deep.

Leadership

We hope it will

be a magic wand but...

Generative AI could

break our organization.

Infrastructure

We want it to be

trustworthy but...

Our AI may be

irresponsible.

We talk about data

as currency but...

Our data could

be a liability.

Data

We think our team

is strong but...

We’re still fighting

yesterday’s talent

battle.

Talent

Conclusion

Research

methodology

and analysis

The six blind spots

Introduction 3

The end

of business

as usual

Introduction

“Business leaders are becoming

more tech savvy. When you have

a discussion, they have a very good

understanding of what technology

can do. You have to be empathetic

to what they understand. It involves

being much more versatile.”

Bernd Bucher

Global Head Data, Digital, & IT/CIO, Novartis

Elevating tech leadership

IT as a standalone function is dead.

The rapid ascent of generative AI

delivered the death knell.

Technology is the business.

And 72% of top-performing

CEOs say competitive advantage

depends on who has the most

advanced generative AI.1

That means organizations

are counting on tech leaders

as never before.

CEOs who say technology officers will be crucial decision-makers over the next

three years increased 50% since 2023.2 CFOs cite CTOs as the partners most

important to their success.3 To meet these expectations will demand a new

approach to tech leadership.

For technology to deliver enterprise-wide business outcomes, tech leaders must

be part mastermind, part maestro. They must architect technology strategy

across data, security, operations, and infrastructure, teaming with business

leaders—speaking their language, not tech jargon—to understand needs, imagine

possibilities, identify risks, and coordinate investments. They must build

multidisciplinary teams to bring the strategy to life, encouraging the

experimentation and fresh ideas that inspire employees and delight customers.

It’s an enormous responsibility and one that many tech leaders have struggled

to meet. As the scope of “technology” has expanded over the past two decades,

new roles have been added. But despite a growing team of technology leaders,

“technology” has not consistently and effectively been integrated into strategic

decision-making for the business (see Perspective, “Beyond the org chart:

A high-powered tech coalition” on page 6).

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摘要：

TechnologyLeadersStudy6blindspotstechleadersmustrevealHowtodrivegrowthinthegenerativeAIeraIBMInstituteforBusinessValueGlobalC-suiteSeries30thEditionAboutthestudyInQ12024,incooperationwithOxfordEconomics,theIBMInstituteforBusinessValue(IBMIBV)surveyed2,500C-suitetechnologyleaders,includingChiefTechno...

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