AI Deployments: Is Your Organization a Transformer, Path Finder, Newbie, or Under Performer?
AI-powered organizations address strategy, operations, culture and change management and ecosystems, according to Deloitte’s latest report on the state of AI in the enterprise.
If your organization leverages data as an asset and adapts human-centric artificial intelligence to all core business processes, consider yourself a trailblazer, according to Deloitte’s Fourth State of AI report in the report. ‘business.
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The study identifies four types of businesses making progress towards this goal. One is Transformers, which accounts for 28% of survey respondents and is considered “transforming but not completely”. This group uses “leading practices associated with best AI outcomes”. They average 5.9 out of 10 possible large-scale deployments across different types of AI applications, and 6.8% out of 17 possible outcomes achieved to a high degree, according to the Deloitte report.
The second are the Pathseekers, who represent 26% of respondents and are those who have adopted AI “capabilities and behaviors that lead to success but on fewer initiatives”. That means they’re making the right choices but haven’t evolved to the same degree as Transformers, according to the report.
Twenty-three percent of respondents are considered Starters, those who “start late to develop AI capabilities”. They are also “the least likely to demonstrate peak behaviors,” the report said. They average 1.6 out of 10 possible large-scale deployments of different types of AI applications, and one in 17 possible outcomes achieved to a high degree.
The fourth group is the Underachievers, comprising 17% of those surveyed, according to the report. They have done “a significant amount of development and deployment activity”, but “they have not adopted enough leading practices to help them effectively achieve more meaningful results.” They average 5.6 out of 10 possible large-scale deployments of different types of AI applications, and 1.4 out of 17 possible outcomes achieved to a high degree.
How to become powered by AI
According to the report, the foundation for AI success typically rests on a clear and well-communicated strategy, company-led work transformation, documented development standards, an adaptive workforce, and a strong set of ecosystem partners.
There are four cornerstones of AI-powered organizations, Deloitte said: strategy, operations, culture and change management, and ecosystems.
Strategy. Processors were three times more likely to have a company-wide AI strategy. The principles are to prioritize strategy, automate and innovate, share your vision and keep iterate.
Operations. Implementing new technologies like AI often requires new ways of doing business. Yet about a third of the companies surveyed said they had adopted leading-edge operational practices. This requires ensuring that the business is leading, reinventing workflows and roles, and implementing MLOps processes.
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“Technology cannot deliver transformative results unless organizations use it to reinvent the way work is done. Most leaders today understand this intellectually; however, survey results show a lag in implementation: across a variety of operational activities, both on the business side and within IT or data science teams, only about a third of people respondents say they have adopted leading AI operational practices, ”the Deloitte report states.
This includes adhering to a well-calibrated MLOps framework, documenting AI lifecycle release strategies, and updating workflows, roles and team structures across the organization. ‘business.
To ensure quality AI systems development, business adoption, and best results, organizations need to rethink their operations across the business workflow and within their IT team processes. and data science, according to the report.
Culture and change management. Strong results in AI require confidence, fluidity of data and agility. Leveraging change management to create the right culture is important because trust overcomes fear, fluidity of data generates creative ideas, and agility helps you fail quickly, according to the report.
Ecosystems. When an ecosystem strategy is diverse and well orchestrated, it offers flexibility, stability and perspective, according to the report. Deloitte found that 83% of the high performing organizations that responded use at least two types of ecosystem partners.
Building vibrant ecosystems requires choosing partners with diverse perspectives and keeping things complicated, according to the report. Otherwise, in the latter case, “too few external partnerships can make it difficult to separate with suppliers if necessary in the future”.
“Becoming an AI-powered organization is understanding that the transformation process is never over, but rather a journey of continuous learning and improvement,” said Nitin Mittal, co-leader of the IA, Director, Deloitte Consulting.
The company said the report was based on a survey of 2,875 executives from 11 major economies who have expertise in AI strategies and investments within their organizations. They were asked about a wide variety of behaviors, from their overall AI strategy and leadership to their technology and data approaches and how they help their staff operationalize AI. The company said it then analyzed the survey responses based on the number of types of AI applications deployed by a large-scale company and the number of results achieved to a high degree.