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1、IBM Institute for Business ValueSeven betsWhen US President John F.Kennedy gave his famous“moon speech”in September 1962against the backdrop of the Cold Warhe described “an hour of change and challenge,in a decade of hope and fear,in an age of both knowledge and ignorance.”1Those words could have be
2、en uttered today.JFK acknowledged a pervasive anxiety and uncertainty that had taken hold,straining conventional approaches and systems.But rather than succumbing to this environment,he set forth a hopeful vision,inspiring progress to meet societal,technological,and business challenges.Sixty years l
3、ater,as climate change,economic turmoil,geopolitical conflict,and generative AI converge in the aftermath of a pandemic,businesses need an optimistic vision of progress to rally aroundand leaders willing to bet on the future.As far as bets go,we bet on human ingenuity.Working together,we can slow gl
4、obal warming,prevent the next pandemic,manage systemic financial risks,cure cancer,and create a more sustainable future for human kind.The bets we make today redefine whats possible tomorrow.We live in a time of challenge and change.Drawing on real-world experience and in-depth research,we have iden
5、tified seven business trends that we expect to shape the world in the next three yearsand seven bets worth making to benefit from them.Jesus MantasGlobal Managing PartnerIBM ConsultingSalima LinSenior Partner and Vice PresidentStrategy,Transformation,and Thought LeadershipIBM ConsultingJohn GrangerS
6、enior Vice PresidentIBM ConsultingSeven betsThe trend:Sustainability promises are just beginning to show progress.The bet:Avoid false choices between sustainability and profitdeliver both.07 The trend:Experience matters more than we think.The bet:Apply design leadership to change every aspect of the
7、 enterprise.19 The trend:Reglobalization,reskilling,and new partnerships are transforming value chains.The bet:Simplify,digitize,and partner to build a resilient enterprise.31 The trend:The pragmatic metaverse will enhance the physical world,not replace it.The bet:Invest now in augmented reality(AR)
8、solutions with clear benefits.25 The trend:Every product is becoming a digital product.The bet:Invest as much in your software supply chain as in your physical supply chain.13 The trend:Tech-led disruptions are accelerating,driven by generative AI.The bet:Implement secure,AI-first intelligent workfl
9、ows to run the enterprise.01 The trend:Skills scarcity and demographic shifts are defining the new social contract.The bet:Embrace a new work-life continuum in a tech-enabled workplace.37 The trend:Tech-led disruptions are accelerating,driven by generative AISeven bets 1Generative AI,made popular by
10、 the consumer application ChatGPT,has democratized AI and accelerated the largest commercial opportunity in todays economy,sized at$15.7 trillion of GDP by 2030.2 While this next generation AI represents a significant inflection point,it is not the only technology-led disruptions facing business and
11、 society:cyber attacks will amount to$10.5 trillion of damages annually by 2025.3 And by the next decade,quantum computing will create$700 billion in value for industries such as pharmaceuticals,chemicals,automotive and finance.Leaders must understand the now,the new,and the next of technology disru
12、ption,and embrace the opportunities while protecting against the risks.Pandoras AI box has been opened.For years we have known that AI would transform business in most industries,but adoptionwhile acceleratingwas slow and expensive.Foundation models have changed that:pre-trained AI can easily be use
13、d almost“out of the box”for tasks that now can be automated and improved with minimum additional training.Generative AI further expands the scope of what can be automated,especially in administrative,marketing,and service fields.And user-friendly interfaces,such as chat or voice,have lowered or elim
14、inated the friction at adoption.Its clear that AI will transform how we work.CEOs and boards of directors must understand how to seize the opportunities and as importantly,mitigate the enhanced risks AI presents to business.In the last few months,AI has been used to:Create voice cloning applications
15、 that break banking contact center security Create deep fakes of humans used for nefarious purposes Create generative artwork based on copyrighted works by human artists that have resulted in major intellectual property infringement lawsuits.This is one reason that organizations spend on AI ethics d
16、oubled between 2018 and 2021,rising from 3%to 6%of overall AI spend.And they expect to invest 40%more over the next three years,as AI ethics laws are passed and regulatory oversight increases.4Cybersecurity continues to grow,and so do regulation and governance requirements.It takes 277 days and some
17、where between$5-10 million to contain a data breach today Executives who implement a zero trust security strategy,which requires all users to be continuously validated,can reduce that expense by$1.5 million.Those who invested in extended detection and response technologies(XDR)reduced breach life cy
18、cles by 29 days.5 Plus,recent research from the IBM Institute for Business Value found that,over a five-year span,organizations with more mature security capabilities have shown a 43%higher rate of revenue growth than their less mature peers.Additionally,two out of three executives now view cybersec
19、urity as a revenue enabler,rather than a cost center.6Quantum is quickly approaching the ability to break public key encryptions.In 2022,the US White House issued a national security memorandum warning that existing systems could be vulnerable to future quantum computers.7 Yet,only 18%of executives
20、are actively investing in quantum-safe capabilities.8By 2030,quantum computers may be capable of cracking some commonly used approaches to data encryption.9 Organizations will need to roll out quantum-safe encryption as soon as it is available to reduce the future fallout of quantum hacks.2The trend
21、:Tech-led disruptions are accelerating,driven by generative AIThe priorities:Companies have long expected that AI would change everything one day and that day has finally arrived.Organizations are now racing to incorporate all forms of AI,looking for ways to boost productivity faster and more effect
22、ively than the competition.However,productivity,security,privacy,and intellectual property rights must remain top of mind.New productivity possibilitiesGenerative AI significantly expands the scope of tasks that can effectively be automated by technology.Foundation models lower the cost and time to
23、implement AI.This results in a change in cost,effort and scope that can generate significant productivity improvements in the enterprise.Many design,composition,and summarization tasks in processes were not addressed by the prior automation wave,and in some cases,even those areas automated with AI p
24、eaked at lower levels of performance than are possible today.It is imperative for enterprises to iterate in their existing productivity programs with new expectations and expanded possibilities.Cyber secure today and tomorrowAs part of a zero trust security strategy,organizations need to develop a c
25、ulture of modern security practices and automated controls.In the event of a breach,this type of security posture helps organizations contain risks,limiting the likelihood of a material loss.For example,research from the IBM Institute for Business Value revealed that 55%of zero trust leaders were ab
26、le to prevent malware propagation,compared to just 35%of others.10 Transparent AI governanceNew legislation around ethical uses of AI includes regulations around data privacy and governance.The EU AI Act,for example,will require AI incidents to be managed like data security incidents.11 The act woul
27、d also create regulatory oversight for high-risk AI applications,including hiring software and medical devices.12 ChatGPT has recently illustrated the multiple categories of privacy and intellectual property risks introduced to businesses by foundation models such as OpenAIs GPT4.The intellectual pr
28、operty used to train the models to generate derivative works is not protected;the privacy and confidentiality of new prompts and training data is not assured;and the generated work(text,code,images)cant be copyrighted.In this environment,three out of four executives say its important for their compa
29、nies to address data privacy and AI ethics.13 However,building trustworthy AI requires significant commitments across product engineering,IT,and governance.Tools that detect bias,diverse and inclusive teams,and guidelines for AI design can help companies develop AI that will create positive changean
30、d an AI risk Center of Excellence can help ensure no important steps are skipped,including establishing policies for AI ethics.IBMs principles for Trust and Transparency14 outline a framework for the development and use of ethical AI and can be a place to start:The purpose of AI is to augment human
31、intelligence.Data and insights belong to their creator.New technology,including AI systems,must be transparent and explainable.Seven bets 3The bet:Implement secure,AI-first intelligent workflows to run the enterpriseBusinesses have been using AI for years,but generative AI will change the game for e
32、veryone.Here are three ways leaders can take advantage of the step change that generative AI offers.Relaunch AI-first enterprise automation programs.Change the enterprise mindset from“adding AI”to“starting with AI,”reinventing processes,tasks,workflows,and jobs to deliver productivity improvements.R
33、eevaluate prior automation scope based on the new generative AI capabilities.Redefine jobs and skills based on the higher-value-added tasks where AI is less useful.Operationalize AI and algorithmic accountability governance to design and operate trustworthy technology.Make sure use cases are easily
34、explainable,that AI-generated artifacts are clearly identified,and that AI training is transparent and open to continual critique.To manage risk,documentwith fact sheetsevery instance of AI use in the organization and the current governance around it.Ensure AI-generated assets can be traced back to
35、the foundation model,dataset,prompt(or other inputs),and seed in digital asset management(DAM)and other systems.Be prepared to make adjustments based on regulation changes.Re-skill the employee base to understand AI and the proper and improper use of it.Build AI ethics and bias identification traini
36、ng programs for employees and partners to comply with AI ethics regulations.Accelerate transition to zero trust across the enterprise and partner network.Implement AI-enabled security intelligence and ensure clear incident escalation policies are documented at every level,including board of director
37、s.Establish role-based controls for access to data.Implement multifactor authentication(MFA)for critical apps and data assets.Start a Quantum Center of Competency with initial focus on quantum-safe.4A global payments company uses AI to improve productivity and customer experienceCase studyCase study
38、The trend:Tech-led disruptions are accelerating,driven by generative AIFaced with skills shortages and cost pressures across non-core functions,a life sciences manufacturing company needed more mature capabilities to help stave off a new generation of cyber attacks.They decided to outsource IT opera
39、tions.To help ensure separation of duties between the clients IT provider and IT security functions,the company chose to supplement IT services with a managed security services provider(MSSP)that could successfully integrate with other partners across the organizations ecosystem.Through integrated o
40、perations and shared governance,multiple parties across the ecosystem could realize operational benefits.The solution began with an aggressive transition plan and associated transformation roadmap designed to steadily mature the companys security capabilities.It included an open platform that provid
41、es 24x7 threat management capabilities,enabled by an accelerated transition to new IT and IS service providers.The company established a common governance model to provide continuous alignment across multiple strategic partners.Now,with consolidated security operations and increased security maturit
42、y,the company has improved management of cyber risk and threat management efficiency.Application of a streamlined transition methodology enabled the company to accelerate cost savings and time to value.Through this transformation,the life sciences company has repositioned security as a business enab
43、ler.A life sciences manufacturer repositions security as a business enablerTheres little room for error in the competitive financial services sector.When customers complain,companies need to act fastand not just to resolve individual issues.They need to understand where systemic problems are creatin
44、g a bad customer experience and make necessary changes across the board.But when millions of customer complaints come in each year,it can be tough to separate isolated issues from systemic problems.This is where the transformative power of AI comes into play.Rather than manually categorizing and ana
45、lyzing complaints,which took weeks,the company wanted to leverage AI foundation models to gain immediate,actionable insights.IBM Consulting trained a large language model(LLM)on public banking datasets,and then fine-tuned the model to align with the specific business context.The resulting AI model d
46、elivered near real-time insights and 91%accuracy for granular classification of complaints.As a result,it now takes the company fewer than 15 minutes to identify emerging issuescompared to three weeks before.“I am confident we have a fantastic product that will make my teams workload shift from slow
47、 manual processes to focusing on protecting our brand,stopping customer harm sooner,and building better products,”said a senior manager of global commercial services for the payment company.Seven bets 5Case studyThe trend:Tech-led disruptions are accelerating,driven by generative AIQuantum-safe secu
48、rity cant wait until tomorrow.Thats why IBM is teaming up with the Global System for Mobile Communications Association(GSMA)and Vodafone in the first task force dedicated to global adoption of quantum-safe cryptography protections for telecommunications.15 As part of this collaboration,Vodafone will
49、 explore quantum computing for a variety of telco use cases.The company will also advance their employees skills in quantum technology through iterative prototyping led by IBM,as well as actively recruit quantum computing experts to build a dedicated capability.Throughout this engagement,Vodafone wi
50、ll explore how to apply IBM Quantum Safe cryptography across its diverse network infrastructure and systems.Quantum-safe cryptography protocols offer the capability to help protect classical data and systems from future quantum computers potential decryption capabilities.The US National Institute of
51、 Standards and Technology(NIST)recently announced that four algorithmsthree of which IBM helped develophave been chosen to be part of a protocol for standardization by 2024.IBM and Vodafone are also among initial members of the recently announced GSMA Post-Quantum Telco Network Taskforce,whose missi
52、on is to help define policy,regulation,and operator business processes for the enhanced protection of telecommunications in a future of advanced quantum computing.Vodafone joins more than 200 members of the IBM Quantum Network,a global community of Fortune 500 companies,start-ups,academic institutio
53、ns,and research labs working to advance quantum computing and explore practical applications.Their engagement is designed to set them on a path to tap into this future of quantum advantage capabilities:when a computational task of business or scientific relevance can be performed more efficiently,co
54、st-effectively,or accurately using a quantum computer than with classical computations alone.Vodafone takes a quantum-safe security posture6The trend:Sustainability promises are just beginning to show progressSeven bets 7Many businesses set out aggressive decarbonization targets before they knew exa
55、ctly how those would be achievedand now those commitments need to be operationalized and become economically viable.Integrating sustainability goals into operational metrics among the myriad of standards continues to be a limiting factor.Indeed,while 86%of executives say their organization has a sus
56、tainability strategy in place,only 35%have acted on it.16 Looking to the future,several factors are pushing leaders to start making big strides.Sustainability commitments are being operationalized as scrutiny on disclosures increases.The actions organizations take today will define the health of soc
57、iety and the planet for future generations.As economic pressures intensify,sustainability budgets are being stress tested.At the same time,increasing regulatory requirements demand greater transparency in ESG reporting.Activist investors are pushing their priorities on both sides of the debate and c
58、arbon reduction targets are being scrutinized.As a result,leaders are searching for specific ways to achieve more concrete sustainability targets,extend their reach,and operationalize their sustainability projects.Differentiating beyond general net zero commitments will require clearer purpose,profi
59、t,people,and planet-specific objectives.While almost three in four organizations have set net-zero emissions targets,fewer than 10%of executives say their organization has prioritized biodiversity-related sustainability goals,such as preserving life on land or below water.17 Businesses will need to
60、choose a specific area of impact that aligns with their purpose.They need to align business strategy with consumer demand and social,governance,and decarbonization targets.For example,research from the IBM Institute for Business Value revealed that individuals are invested in a wide variety of issue
61、s beyond decarbonization,including clean water(92%),deforestation(91%),and biodiversity(91%).18 And roughly four in five consumers say sustainability is important to them when choosing a brand.19 By focusing on the elements of the“quadruple bottom line”people,planet,profit,and purposethat matters mo
62、st to them,organizations can build trust with consumers,investors,employees,and business partners,and actually make progress in alignment with their business strategy.Preserving the planet will require changing consumer choices.To state the obvious,the choices consumers make every day have a signifi
63、cant impact on actual carbon emissions.Therefore,to accelerate carbon reduction in a sustained way,every sustainability strategy needs to address how to effectively change employee and consumer behavior.We have seen a number of effective tactics,some as simple as showing consumers the carbon footpri
64、nt of their choices when selecting a specific product or service.This can be as granular as the Sustainable Travel Approval Tool(STAT),which IBM created in partnership with a professional services firm to empower employees to make carbon-wise travel choices.In a pilot,STAT helped the firm meet emiss
65、ions goals two years ahead of schedule.8The priorities:Too many executives still see sustainability and profitability as conflicting,rather than complementaryeven though 80%of CEOs say they expect sustainability investments to deliver business results within five years.20 To make that vision a reali
66、ty,businesses need to operationalize their goals todayand adopt technology to support automation,transparency and accountability.These can lead to fast-paced progress.Automated end-to-end data transparencyCIOs now cite sustainability as the top area where technology will have the greatest impact ove
67、r the next three years.21 However,almost half(44%)of CEOs said a lack of data insights is a top challenge in achieving their objectives.22 Executives can leverage automation to track sustainability metrics,emphasizing transparency,long-term objectives,and new sources of value.Reimagined supply chain
68、To set and reach sustainability targets,organizations need to engage with supply chain and ecosystem partners early and often,redesign supply chains for circularity,and increase transparency and accountability across the value chain.Consider Scope 3 emissions:cloud-based platforms can make it easier
69、 to track third-party emissionswhich come from upstream and downstream sourcesas well as waste,energy usage,and other sustainability metrics.Public accountability Transparency builds trust.While consumers are skeptical and keep a keen eye out for“greenwashing”campaigns,honesty builds trust-based rel
70、ationships with principled customers for years to come.Executives should seize this opportunity to guide their own sustainability narrative.By offering clear,transparent information about their sustainability and social responsibility initiativesand their yearly progress on those goalscompanies can
71、help people make informed choices and build loyalty with a new breed of purpose-driven consumers.The trend:Sustainability promises are just beginning to show progressSeven bets 9The bet:Avoid false choices between sustainability and profitdeliver both.Environmental sustainability needs to be embedde
72、d in economic sustainability.Programs must focus on alternatives and solutions that inspire innovation and deliver the committed decarbonization,social equity,diversity,and sustainable business economics through the transition and to the end state of a new business model.Here are three ways to appro
73、ach this quadruple bottom line of purpose,profit,people,and planet.Implement robust sustainability systems of record that create an end-to-end ledger of transparency and accountability.Roll out technology platforms that can provide the data needed to record,report,and act.Expect a Chief Sustainabili
74、ty Officer(CSO)and Chief Financial Officer(CFO)to create the balanced sustainability/profitability roadmap.Make sustainability goals operational in each functional and business area.Accelerate projects that deliver near-term efficiency and sustainability outcomes.Consider reducing your IT carbon foo
75、tprint with green IT solutions that reduce up to 30%of computing cost.23 Visualize carbon and other sustainable metrics in the key decision processes to establish operational accountability,and to realize energy efficiency and sustainability targets.Include Scope 3 data instrumentation early in the
76、design process and engage with ecosystem partners to ensure shared purpose and accountability.Design and deliver products and experiences that motivate adoption of sustainable behaviors.Design for sustainability to reduce up to 80%of the lifetime carbon footprint of your products and services.24 Cha
77、nge workflows to maximize adoption of sustainable choices,inspired by behavioral economics.Work with ecosystem partners to offer sustainable choices that are both convenient and transparent to clients and consumers.10Case studyIberdrola scores its supply chain suppliers on sustainabilitySustainabili
78、ty goals are only meaningful if companies can measure their progress,but many still struggle to assess their impact.Thats why Iberdrola is bringing shrouded supply chain sustainability data into the light.“Sustainability is in our DNA,”says Ramn Zumrraga Gorostiza,Director of Purchasing Services at
79、Iberdrola.25“Thats why weve made it our mission to provide affordable,clean energy to as many people as we possibly can,while ensuring that our business model is environmentally sustainable,competitive,and profitable.”Serving over 100 million energy customers in countries across Europe,as well as th
80、e US,Brazil,Australia,and Mexico,Iberdrola plays a leading role in helping businesses and communities build a more sustainable future.Iberdrola set the ambitious goal of ensuring that 70%of its core suppliers have put in place effective sustainable development policies and standards by 2022.To achie
81、ve this,the company looked for ways to improve its supplier relationships,monitor and measure progress,and make smarter,more efficient purchasing decisions.Its existing supplier relationship management(SRM)solution offered limited governance features for company-wide purchasing and,most importantly,
82、provided no capability to assess new and existing suppliers against sustainability criteria.Iberdrola chose to retire its on-premises SRM system and move to SAP Ariba cloud solutions with the support of IBM Consulting.Leveraging the API-connectivity of SAP Ariba,Iberdrola worked with IBM to implemen
83、t a third-party solution that helps the company score suppliers on their commitment to sustainability and responsible corporate governance.“Integrating SAP Ariba with our supplier sustainability scoring tool gives us a detailed view of the environmental impact of our supply chain,”explains Zumrraga
84、Gorostiza.“Using this information,we can make sure that all of our suppliers are as equally committed to environmental sustainability as we are.”The trend:Sustainability promises are just beginning to show progressSeven bets 11Case studyCase studyMelbourne Water uses its IoT platform to combat the e
85、ffects of climate changeMelbourne,Australia is experiencing more severe rainfall events due to climate change.Rising sea levels are expected to lead to more coastal flooding caused by storm surges.To help protect against flooding,the citys water management utility,Melbourne Water,operates a vast dra
86、inage network that includes about 4,000 collection pits and grates.To function properly,the stormwater drainage system requires regular inspection and maintenance,and Melbourne Water needed a solution that met both business and environmental goals.“Our real need was to increase inspections to keep g
87、rates in an operational state,”says Russell Riding,Automation Team Leader for Melbourne Water.“We knew there was a smarter way we could be working.Thats one of the reasons why we started looking at remote inspection alternatives with IBM.”Melbourne Water installed still image cameras,which were inte
88、grated into its connected IoT network,including IBMs Maximo products.“Its easy for us to spin up and scale up services with IBM Cloud,”says Zoltan Kelly,Asset Information Improvement Specialist for Melbourne Water.“There hasnt been a thing we wanted to do that we havent been able to do with it.”As c
89、ameras monitor more pit grates,and fewer crews are sent out for onsite inspections,Melbourne Water expects to save thousands of staff hours.When the system is completed,preliminary estimates of cost savings range up to hundreds of thousands of dollars per year.Global professional services firm empow
90、ers employees to change behavior and shrink emissionsTo encourage more sustainable choices,companies need to make it easy for people to make a change.The Sustainable Travel Approval Tool(STAT)an intelligent,pre-booking toolhelps companies reduce their carbon emissions and achieve their net zero goal
91、s by empowering employees to make carbon-wise travel choices.STAT has been developed by IBM for a global professional services firm and uses the IBM Environment Intelligence Suite(EIS)at its core to drive employee choices with consequential travel cost savings.By gamifying carbon reduction,STAT help
92、ed the firm meet its emissions goals two years ahead of schedule.STAT is in production and delivering for the professional services firm in eastern Europe,with plans to roll out worldwide in 2023.The trend:Sustainability promises are just beginning to show progress12The trend:Every product is becomi
93、ng a digital product Seven bets 13Marc Andreessens famous prediction has come true:software is eating the world.26 Thats why the savviest executives are building a product engineering mindset.They understand that technology adoption is critical for success,and employees and customers expect a great
94、digital experience with every product and service.The stealth“software supply chain”is taking over industries.Physical products across industries are being enhanced with digital technologies,increasing the need for all companies to have software product engineering capabilities and skills.Half of al
95、l companiesand 70%of top performersare now using software they developed internally to differentiate themselves from their peers.27As software is eating the world,AI is now eating software.That means companies will use AI to compose and reuse software from multiple sources,integrating a software bil
96、l of materials into their own product development processes.They will use platforms to manage the end-to-end software life cycle.Open-source codeused in 96%of code basesspeeds development and innovation.28 The downside is that if bad actors introduce malicious code into open-source software or its c
97、omponents,infected code can easily be shared across the software supply chain.Between 2020 and 2021,software supply chain attacks grew by 650%.29Hybrid cloud infrastructures will continue to be the standard for the foreseeable future.As digital transformation and business automation accelerate,the s
98、o-called hybrid cloud architectures have become the most compelling standard for mission-critical systems.These architectures enable running the same applications in private,dedicated,or public clouds.They increase productivity and resilience of IT departments seeking to transform the skills and way
99、s of working while helping ensure data privacy,cost savings,and operational flexibility without single points of failure.A hybrid cloud approach yields 2.5 times more value than using a single public cloud as a base for new IT architectures.30Enterprise IT leaders will need to develop product mindse
100、ts.CEOs are starting to prioritize employee experience equally to customer experience,and theyre looking to their top technologists to elevate digital products and experiences across the board.Incumbents in industries like banking are attracting digital natives to help IT departments think like prod
101、uct engineers.31Successful future CIOs will understand that user adoption is the most important factor in digital transformation,and will apply consumer application mindsets in order to generate enterprise IT experiences similar to those created for consumer apps.14The priorities:The trend:Every pro
102、duct is becoming a digital productTransformation is greater than the sum of its parts.While each technology brings its own benefits,leaders need to rethink their operations holistically to develop a digital-first strategy.Customer obsessionGreat product organizations get the right products to market
103、 quickly by testing,learning,and iteratingsomething enterprise IT departments rarely do well.They must be entrepreneurs,technologists,and engineers all at once.This is especially true for CIOs,who tend to think in terms of requirements and tickets,not user experience and adoption.Continuous innovati
104、onShifting to a product engineering mindset requires companies to reward innovationeven if it fails to produce the desired results the first time.Recent research from the IBM Institute for Business Value found that a culture of not penalizing failure in the context of technology adoption and digital
105、 transformation delivers a 10%revenue growth premium.32 Leaders need to inspire teams to be willing to test hypotheses even if they are wrong,and showcase teams that take these risks.Open architectureDeveloping next-gen digital products requires partners across the ecosystem to increase quality,resi
106、lience,and speed to market.To get the most from these collaborations,organizations need the right technology infrastructure.An open hybrid architecture provides flexibility that allows teams to write and maintain one single version of code that can run everywhere.This shift requires organizations to
107、 strengthen their tools,governance,and skills,and adopt a“DevSecOps”culture.Seven bets 15The bet:Invest as much in your software supply chain as in your physical supply chain Assembling the jigsaw puzzle of apps,software,systems,and AI isnt a straightforward process.In a world of digital products an
108、d services,investments to build foundational software supply chain capabilities is essential for survival.Here are three ways businesses can support building a digital product mindset.Invest in digital product engineering partnerships and skills,understanding they are different from legacy enterpris
109、e IT.Act like a software company:set up agile squads that pair product,technology,and functional skills with a single definition of success.Realign teams in product-centric squads empowered to drive the end-to-end lifecycle of products.Develop and reskill team members to new digital skills,including
110、 design,software engineering,digital content management,and AIOps.Retire“technical debt”that constrains speed and agility.Adopt open hybrid cloud architectures to enable flexibility,scalability,and resiliency now and in the future.Implement a data fabric strategy that allows applications to access d
111、ata across the organization and ecosystem in real-time.Accelerate the creation of“digital twins”for mission-critical constraints to improve early detection,simulation,and reaction to demand signals,driving significant cost improvements and decreasing risk.Create consumer grade applications and empow
112、er employees to self serve.Transform IT to deliver no-code/low-code applications for employees that are as easy to use as those built for consumers.Eliminate complexity and training requirements by implementing a natural language interface to back office systems.Introduce feedback mechanisms and upd
113、ate apps frequently to improve employee experience.16Case studyThe trend:Every product is becoming a digital productRed Hat and GM are turning driving into a digital experienceIn May 2022,Red Hat,the worlds leading provider of open source solutions,and General Motors(GM)announced a collaboration to
114、help advance software-defined vehicles.33 Red Hats cloud-native,enterprise-grade open source operating system is now accelerating the development of GMs software-defined vehicle programs,following the initial launch of its Ultifi platform.This will enable both companies to offer customers more valua
115、ble features responsibly in a fraction of the typical development time.In-vehicle software systems are complex and require high levels of cybersecurity protection and stringent certifications due to critical safety priorities.In current systems,these robust requirements can often lengthen the develo
116、pment process and make vehicle software updates difficult,with each update requiring recertification.Together,GM and Red Hat intend to make these complex vehicle updates simpler,safer,and more frequent by implementing continuous functional-safety certification into the Ultifi platform,with Red Hat I
117、n-Vehicle Operating System pioneering the continuous certification approach.The integrated software is expected to support a variety of in-vehicle safety-and non-safety-related applications,including infotainment,advanced driver assistance systems,body control,and connectivity.Common standards can a
118、lso help increase software reuse and achieve a more scalable design process,giving GM the ability to dedicate more resources toward new personalized in-cabin experiences,vehicle modes,and other features customers will enjoy.The automotive industry is at an inflection point as consumers begin to asse
119、ss what the future of their driving experience could look like.As open source and automotive leaders respectively,Red Hat and GM are poised to help define and connect the automotive ecosystem that will drive solutions for next-generation vehicles.“With Red Hats operating system as a core enabler of
120、Ultifis capabilities,the opportunity for innovation becomes limitless,”said Scott Miller,Vice President,Software Defined Vehicle and Operating System,General Motors.Seven bets 17Case studyCase studyThe trend:Every product is becoming a digital productConnectivity and data deliver innovation in the f
121、ield(and on the lawn)A leading global manufacturer of agricultural equipment looked to emerging technologies(analytics,sensors,and software)for inspiration to meet its innovation goals and develop a revolutionary product offering for its commercial businesses.Using design thinking approaches,the wor
122、king team conducted user interviews to uncover the unexpressed need and pain points of the manufacturers landscaping customers.The team built detailed service blueprints and customer journey maps as they looked for invention or improvement opportunities.To operate more efficiently at scale,the team
123、designed advanced sensors,which were integrated into the machines and into light wearable vests for crews.This technology delivered the ability to collect data across the operationfrom property schematics to machine operation.This manufacturer also designed and developed a user-friendly software das
124、hboard that allowed management to centralize,visualize and measure the data in real time.With the new easy-to-use and up-to-the-minute data dashboard,operations managers were able to instantly visualize and evaluate the efficiency of each mower,manage downtime,coordinate routes and schedules,monitor
125、 worker safety and capabilities,optimize fueling strategies,predict equipment attrition,and anticipate maintenance needs for the machines.By applying sophisticated technology to a traditionally hands-on industry,the client created a unique product that revolutionized the way professional landscaping
126、 companies conduct their business.The level of data provided by the innovative hardware and software applications resulted in a significant increase in the efficiency of crews,machines,and organization,and allowed for a more streamlined approach to managing landscaping projects.As a result,the clien
127、t was able to gain a meaningful competitive advantage.A global restaurant brand delivers dynamic product developmentWith the right technology,employees have the power to boost customer loyalty and elevate the brand.Franchisees of this Fortune 500 global restaurant brand excel through new digital off
128、erings.Over the past decades,the expectations of the franchisees have become significantly more sophisticated.The company has struggled to modernize its IT organization to meet these rising expectations of better overall experience,faster development,and more flexible solutions.The Chief Technology
129、Officer had a vision to make a clear distinction between core IT services and mission-critical product engineering that would drive solutions into the hands of the business owners.He engaged IBM to provide a“Product Team as a Service”to prove out this bifurcated model.They landed a multidisciplinary
130、 squad of product specialists,strategists,designers,engineers,and quality specialists to introduce a new way of working in this traditional environment.The product team rapidly engaged with representatives from the franchise community to understand their most burning needs and challenges,creating a
131、backlog of potential products and features to drive the most impact in the shortest period of time.The first product was a Menu Management System that would allow for real-time reaction to changes in both customer needs and available ingredients.Benefits include optimizing revenue through dynamic pr
132、icing,increasing margins by reducing labor costs and food waste,and improving the franchisee experience which ultimately fuels growth and expansion.18The trend:Experience matters more than we think Seven bets 19The best experiences create passionate customers for a minute.A great experience is the u
133、ltimate change management tool,helping employees improve productivity and speed adoption of new ways of working.Leaders in outperforming companies wake up obsessed with customer experience and how they should extend that to every touch point and every role in the enterprise.A few key factors are def
134、ining how to create teams that consistently deliver delightful client experiences.Value increases when design meets technology.Every technology product,no matter how functional it is,gains significant value when combined with a high-quality experience.Conversely,technology makes experiences personal
135、ized at scale in a way not possible without it.Whether it is an account origination of a financial product,the digital instruments on a new car,or the end-to-end journey of a flight as enabled by a travel app,experience makes technology more valuable.Technology makes experiences more personalized.An
136、d the magical combination makes any product or service much more unique and profitable.People will do whats easy more often than they do whats right.Foundation models and generative AI are great advancements for AI,but the bigger opportunity is how important it is to embed technology into the ways p
137、eople work and livein the easiest to use way possibleif we want to change what people do.This is a critical insight for enterprise transformation and modern change management.Open AIs ChatGPT(short for Generative Pre-trained Transformer)seemed like an overnight sensation when it attracted more than
138、100 million users in the first two months,making it the fastest-growing consumer application in history.34 But Open AI launched its first large language model(LLM)in 2018 to little fanfare.It was human feedback that adjusted the responses,and enabled the creation of a simple user interface,ChatGPT,t
139、hat triggered mass adoption.While the algorithm might have been good enough on its own,the“magical experience”made all the difference in its adoption.Design-led products and services will grow faster and be more profitable.Consumers are now accustomed to digital products and experiences that evolve
140、every day.Companies push updates based on user data,streamlining design and optimizing product offerings based on their behavior.However,its hard to be customer-centric if you dont understand their motivations and behaviors.When designers can tap into near-real-time data and insights,they can develo
141、p experiences that give people more of what they wantand less of what they dont.Todays instrumentation of user interactions with websites,phones,and products is accessible real time and offers new ways for designers to implement“continued product design”and correct product and service irritants with
142、 over-the-air updates,resulting in more revenue and better experiences.20The priorities:The trend:Experience matters more than we think A flash of genius isnt worth much on its own.Its the painstaking process of implementation that turns brilliance into profits.Getting there requires a keen understa
143、nding of human behavior and relentless focus on design thinking across the enterprise.People-centered designPutting end users at the center of the design process gives disparate teams a guiding principle.It breaks down silos and blurs the boundaries between disciplines.And when this practice is appl
144、ied in business,it can significantly boost the bottom line.Recent research from the IBM Institute for Business Value found that companies taking a design-led approach,which is characterized by empathy for end users,business needs,and broader cultural concerns,have a competitive edge.By embedding des
145、ign thinking in customer,employee,and ecosystem experiences,these organizations saw a rate of revenue growth that was 58%higher than other companies.35 Behavior-driven designBehavioral science attempts to explain why people do what they do,and what are the“predictably irrational”actions most people
146、take when presented with a set of facts.Behavioral economics is the method of analysis that applies psychological insights into human behavior to explain economic decision making.The fascinating power of behavioral economics is that organizations can generate massive improvements in performance some
147、times by making simple changes.For instance,in most decisions“how”they are presented can be up to 500%more important in determining success than the facts.36 From simple“opt-in vs opt-out”to one-click buying,every enterprise should be applying behavioral economics and design to implement new workflo
148、ws that can enhance performance and outcomes.Trust by designBy understanding customer needs and consistently(and proactively)meeting them,organizations can also develop personalized experiences that build trust.This can be as simple as a chatbot that greets the customer by first name or as complex a
149、s using AI to recommend new products based on previous purchases or products viewed.But that trust is easy to break.Recent research found that 37%of consumers have switched brands to protect their privacy.And 57%are uncomfortable with how companies use their personal or business information.37 To bu
150、ild and maintain trust with customers,companies should use their data fairly and transparently,give people the ability to opt-out of certain uses,and provide clear value in exchange.Seven bets 21The bet:Apply design leadership to change every aspect of the enterprise Experience is where art,science,
151、and technology meet.Design can help accelerate the change across functions that are required to succeed.Here are three ways to embed design leadership across the enterprise.Integrate creative and technology teams to improve how things work,not only how things look.Instrument customer journeys with a
152、nalytics to understand every product and experience.Ensure full-time professional designers are embedded into every transformation team and empower them with co-creation methods such as IBM Garage.Constantly monitor digital and physical customer journeys to detect and eliminate irritants.Design fric
153、tionless workflows as an effective change management tool.Consider behavioral economics skills to increase the likelihood that users will follow the intended journey.Make the desired workflow the easiest one from the perspective of the users.38 Increase design,AI,and data science competencies in you
154、r enterprise through continued engagement and training.Help holdouts see the value of changing habits by highlighting how new workflows can boost their performance.Shift to experience-led strategies,products,and services.Engage partners to drive better experiences.Build more insightful personas and
155、empathy maps that deeply connect teams to customers.Design for trust.Make sure consumers can dictate how their data will be used,give people the ability to opt out of certain useand ensure that your employees practice proper data governance.Rethink your definition of customers to include employees.E
156、mbed design thinking into internal processes and technology.22Case studyThe trend:Experience matters more than we thinkBestseller India designs experience to connect producer and consumer needsWhen fast fashion hits the mark,fresh clothing designs fly off the shelves.But if the new designs miss with
157、 consumers,inventory gets marked downand some of it ends up in landfills.When fashion designers are enabled with the latest experiential technology,they can drive better alignment with customers.Bestseller India is a subsidiary of Bestseller,a worldwide retailer based in Denmark that is a leader in“
158、fast fashion”a dynamic business model that moves trendy clothes from the runway to the rack in a matter of days or weeks.39 The apparel manufacturing industry is also a major consumer of raw materials,water,and energy.By more closely aligning consumer demand with design and production,the fashion in
159、dustry can improve profits while also supporting environmental sustainability.Thats why Bestseller India turned to technology to help designers and buyers develop better forecasts and deliver the right product at the right time.Bestseller India set a very ambitious goal to develop a totally new,besp
160、oke platform with AI capabilities to support preseason design,planning,production,and forecasting.After months of work and iteration,the Bestseller India-IBM Garage team brainstormed 61 unique concepts for the platformcalled Fabric.ai which became the first AI-powered tool for the Indian fashion ind
161、ustry.With Fabric.ai optimized for designers,Bestseller India has a digital platform to help inform more sustainable material choices up-front in the value chain.Fabric.ai also provides product planners with data-driven perspectives on producing clothing with a leaner environmental footprint.The Hea
162、lth Service Executive(HSE)of Ireland partnered with IBM and Salesforce to create a national vaccination platform that could safely and quickly vaccinate the countrys population against COVID-19.The COVAX(COVID Vaccination Information System)platform prioritizes human-centered design principles and i
163、ncorporates empathy for users.40The platform,which captures all the necessary data to produce a vaccination certificate and helps ensure sensitive personal information remains in GDPR compliance,was designed to make the vaccination process easier for key people who would first use it:vaccinators,car
164、e-home patients,and healthcare workers.The platform was built by the technical team before the solution plan was finalized due to the urgency of the pandemic.It uses various Salesforce clouds for appointment scheduling,helpdesk support,employee training,and integration with other systems.To stay cur
165、rent and keep up with changing priorities issued by multiple government agencies and committees,the virtual development team used an extremely responsive process,including agile methodologies,to rapidly develop,test,and iterate the solution.The agile process allowed the team to adapt to the rapidly
166、changing COVID-19 vaccine availability and rollout plan.The platform has been a significant factor in Irelands success in tracking nearly 11 million COVID-19 vaccinations across the country.Health Services Executive ofIreland improves first-touch experience for COVID vaccination processCase studySev
167、en bets 23Case studyThe trend:Experience matters more than we think Boots UK improves customer experience and drives growthBoots UK needed a better digital customer experience.The number of customers shopping online kept increasingespecially in the wake of COVID-19but its site wasnt able to keep up.
168、41 For over a year,IBM and Boots worked together using the Red Hat OpenShift container platform to build,replicate,and test the digital environment.Then came the real testBlack Friday,the busiest shopping day of the year in many countries.That day,the companys website saw an average basket size that
169、 far exceeded anything the team had forecasted.Boots new infrastructure didnt just run smoothly,it performed exponentially faster and,at its peak,handled more than 27,000 visitors without a hitch.Boots is now measuring significant growth rates following its digital transformation:Revenue is up more
170、than 54%annually,and up more than 115%over two years.The companys customer base has grown by more than 45%,and orders increased by more than 42%annually.Conversion rates are up by more than 16%annually and 43%over two years.Average order value increased by more than 8%annually and by more than 13%ov
171、er two years.“IBM has not only set us up with a new modernized infrastructure and tools,but also an environment that allows us to build on continuously,”says Richard Corbridge,CIO.“It isnt a one-hit wonder and were done;its a continuation,a real explosion of how a partnership can work.”24The trend:T
172、he pragmatic metaversewill enhance the physicalworld,not replace itSeven bets 25Hype about the metaverse has obscured momentum for augmented reality(AR),artificial intelligence(AI),and virtual reality(VR),which combine to bridge the virtual and physical worlds.The metaverse will become mainstream,bu
173、t not in the ways you might think.The maturing of spatial and display technologies enables the integration of virtual and physical worlds like never before.Advanced computer-aided design(CAD),once limited to automotive and aerospace industries,is being democratized and is now used across consumer pa
174、ckaged goods,manufacturing,and maintenance industries to accelerate product designs and reduce time to market and cost of operation.Enhancing the physical world with additional digital experiences is going to revolutionize how we do everything from shopping to working to living.Augmented reality wil
175、l create safer,more efficient workforces.Integrating robotics with AR can increase worker safety.For example:an agile,mobile robot built by Boston Dynamics uses AR to help factory workers identify and solve maintenance problems without having to enter potentially hazardous worksites.42 While much is
176、 discussed about autonomous operations,some of the greatest efficiencies in manufacturing and energy automation are achieved with remote monitoring and management.If an entire manufacturing company is integrated,XR can also help increase efficiency.Maintenance staff can use smart glasses to accelera
177、te a repair and reduce safety risks.Enterprise“holodecks”are coming soon,as IoT adoption leads to high-fidelity simulations.According to research from the IBM Institute for Business Value,simulation technology increases problem resolution by 70%.43 The democratization of technologies such as LIDAR,A
178、I,and high-performance display and optics has already made possible consumer Augmented Reality(AR)shopping applications where buyers can see objects in their living room through a mobile device before they buy anything.Conversely,they can look at consumer electronics through phones to see technology
179、 analytics overlays in the physical world,such as temperature and alerts which guide troubleshooting and fixing issues.Technology is ready nowthe main requirement is the business case for these applications to become the norm in the enterprise.Bidirectional digital twins will become the norm,as the
180、cost to digitize the real world plummets,and AI helps more effectively bridge virtual and digital versions of reality.Industry-specific AI foundation models and new 3D engines help simulate what-if scenarios in realistic digital twins of operations before decisions are committed to the real world.26
181、The priorities:Successfully bridging the physical-digital divide to achieve enterprise interoperability requires investment in spatial technologies and skills.These capabilities need to be implemented in secure environments.Enterprise metaverse platformsWhile its fun to engage in public virtual worl
182、ds,AR games and phygital communities(meaning the combination of physical and digitalif the word mashup wasnt clear),organizations require safe and secure access to enterprise data,combined with the enhanced experience of the virtual environments.Most of todays public metaverse environments dont meet
183、 these standards,and new platforms such as IBMs Spatial Platform are emerging to close this gap.These enterprise platforms help connect experiences across public and private spaces,enable pervasive access to 3D models in todays devices,and provide single sign-on into XR applications that reimagine“c
184、lick-and-mortar”use cases into a new set of experiences.InteroperabilitySeamless movement between spaces is a key requirement to deliver business value from enterprise investments in VR and XR.Integration across technologies and consistency of use cases are key requirements to reduce cost of deploym
185、ent and training.SecurityAs companies across ecosystems scale up metaverse implementations,security and infrastructure will need to keep up.Given the additional attack surface when integrating IoT data,zero trust strategies are critical to secure real-time monitored operations.Yet,seven out of 10 or
186、ganizations are currently unable to secure data that moves across multiple clouds and on-premises environments.44 The trend:The pragmatic metaverse will enhance the physical world,not replace itSeven bets 27The bet:Invest now in augmented reality(AR)solutions with clear benefits Every executive shou
187、ld be preparing to combine virtual and physical worlds.And skills development is front and center.Here are three ways to build spatial design and simulations competencies across the enterprise.Invest in spatial design skills and apply them to product engineering,field services,manufacturing,and oper
188、ations.A simple website search demonstrates the potential for cost reduction,such as:Up to 40%increase in productivity when using digital twins.In simulation,up to a 40%reduction in training costs.In marketing,up to 50%increase in additions to cart when interacting with a 3D viewer.Create a spatial
189、design Center of Competency(CoC)focused on product innovation.Recruit teams that have the following skills:spatial design,simulation,metrology,industrial design,and visualization.Adopt 3D printing for new use cases with clear return on investment.Select the top three use casesfield service,maintenan
190、ce,and product designto start implementing XR solutions.Implement an enterprise simulation platform to leverage secure data and create new digital twins.Accelerate data and IoT programs to enable high-fidelity“digital twins”of operations and complete your digital-physical journey by bringing real-ti
191、me experiences and data directly to IoT programs.Enhance intelligent workflows with“heads-up display”use cases that enhance safety and efficiency for key enterprise workflows.Metaverse skills are still scarce,so be prepared to build rather than only hire them.28Case studyBoston Dynamics builds agile
192、,mobile robot that connects physical and digital worlds to automate maintenanceAutomation and robotics are the norm on the factory floor.But manufacturers and other plant operators must maintain and repair those machines to keep their plants running,which requires constant data collection and analys
193、is.Spot,the agile,mobile robot created by Boston Dynamics,collects data more frequently and more accurately than relying solely on humans.45 Like a search-and-rescue dog that augments its handlers effectiveness,Spot can enter dangerous environments where human workers cannot go because of chemicals
194、or noise or other hazards.And with help from IBM,Spot can interpret what it“sees”through its onboard cameras and sensors.The analytics happens on the robot in real time,and can be integrated into any VR environments or workflows.Instead of just identifying a problem,highly customizable,optimized AI
195、models help Spot to detect anomalies and immediately initiate corrective actions,helping increase equipment uptime.“Spot,connected to IBM services,can provide a lot of insight so that customers can run these assets for longer periods of time,catch problems before they happen,and avoid downtime so th
196、at they can keep their assets up and running,”says Michael Perry,former Vice President of Business Development at Boston Dynamics.The trend:The pragmatic metaverse will enhance the physical world,not replace itSeven bets 29Case studyCase studyAn insurance company uses digital reality to streamline c
197、laims Bridging the physical-digital divide promises to streamline workflows across sectors.To boost efficiency in the claims process,a US-based mutual insurance company is creating a claims solution that leverages AR-and AI-powered mobile capabilities.When measuring roof damage,claims assessors turn
198、 to an app that uses AR,underpinned with visual recognition,to interpret what the user is seeing and AI to offer a conclusion or recommendation.This enables assessors to recognize animal,hail,or mechanical damage in real time with a measurable confidence level.The app is designed to work both online
199、 and offline,a key consideration for field agents where connectivity might not be available or in disaster situations when the need for reliable solutions is paramount.In addition to reducing the physical burden on claims adjusters due to needing materials and equipment at the site of damage assessm
200、ent,the insurer achieved 25-50%productivity gains in the claims adjuster workflow,with improved customer service and satisfaction in a more efficient claims adjustment process.Sund&Blt brings the pragmatic metaverse to its physical infrastructure Sund&Blt Holding A/S owns and operates some of the la
201、rgest pieces of physical infrastructure in the world,including the Great Belt Fixed Linkan 11-mile bridge and tunnel combination that is the largest construction project in Danish history.46 One of the companys greatest challenges has been would be the slow and manual process for conducting regular
202、maintenance inspections.To inspect bridges,Sund&Blt often hired mountaineers to scale the sides and take photo-graphs for examination.An inspection could take a month,and the process had to be repeated frequently for bridges near oceans or in other corrosive environ-ments.Paradoxically,this organiza
203、tion with a huge physical presence turned to the metaverse for part of the solution.“We have more than 300,000 square meters of concrete that has to be visually inspected every six years,”says Bjarne Jrgensen,Executive Director of Asset Management and Operations at Sund&Blt.“That is heavy work to do
204、 manually,and its very expensive.”Sund&Blt identified that it could reduce time and costs while improving quality if it automated more of its inspection work.With the new IBM Maximo for Civil Infrastructure solution,Sund&Blt gathers data from drone photographs to monitor status without dangerous and
205、 time-consuming human inspections.The solution consolidates this data with maintenance records,design documents,and 3D models to help identify cracks,rust,corrosion,displacement,and stress.“The more we can use robots,drones,and other new technology to do our inspections,the more safety and quality w
206、e can achieve from the inspections,”Jrgensen says.The trend:The pragmatic metaverse will enhance the physical world,not replace it30The trend:Reglobalization,reskilling,and new partnerships are transforming value chains Seven bets 31The social,political,and economic environment we live in is undergo
207、ing a radical transformation,impacting trade,talent,and the drivers of success.At the center of this vortex are several disruptive forces that leaders need to navigate.Supply chains are adapting to a new geopolitical and economic cycle.The era of stable inflation and geopolitical relationships is go
208、ne for the foreseeable future.Relationships between nations are shifting.And according to the World Economic Forums 2023 Global Risks Report,“Geopolitical fragmentation will drive geoeconomic warfare and heighten the risk of multi-domain conflicts.”47In response,global supply chains are becoming sho
209、rter and more segmented.Governments are fast-tracking legislation to incentivize local production.Businesses are rearranging supply contracts and manufacturing capacity,turning to“re-shoring,”“friend-shoring,”and otherwise diversifying their operations.The imperative is a resilient and responsive sy
210、stem that can absorb significant change and uncertainty.New talent frameworks will be needed to close skills gaps.Moving to a multidisciplinary skills framework will be needed to help organizations close the skills gap.Research from LinkedIn found that,on average,25%of the skills required for a spec
211、ific job changed between 2015 and 2021.At this pace,between 40%of skills could need updating by 2025.48Cross-skilling employees allows them to major and minor in a portfolio of skills,empowering teams to work in a more agile manner.This will be critical as in-demand skills remain scarce.Building res
212、ilience and agility will require partnerships.In a fractured,fast-shifting world,no single company owns innovationor will always have all the answers.Success has become less about reinventing the enterprise and more about reinventing the ecosystem.Collaboration also increases resilience and agility,
213、as partners can help leaders see whats coming down the pike.Recent research from the IBM Institute for Business Value found that roughly half(48%)of global CSCOs report increased design and collaboration with partners to increase flexibility across the supply chain.49 Sharing resources and informati
214、on in real time helps boost performance,in part,by making it easier to manage complexity.32The priorities:In a time of challenge and change,rethinking legacy practices and embracing a new set of priorities,which encompass agility,predictive technology,and open innovation will drive competitive advan
215、tage.Resilient agilityWhen the IBM Institute for Business Value surveyed CEOs about their priorities for the next two to three years,aggressively pursuing operational agility and flexibility was cited more than any other action.50 This requires investmentand braveryto create entirely new ways of wor
216、king.Investing in emerging technologies,such as hybrid cloud and AI,can optimize agility,enhance scalability,and accelerate the data-driven insights that help leaders respond to disruption and change.Predictive technology and simulationAlmost half(47%)of global CSCOs said generating more accurate fo
217、recasts is a top priority for the next two to three years.51 That means using near-real-time data,analytics,and AI to proactively run their businesses.Virtualization,simulation,and predictive technology can help executives anticipate and respond to change.Generative AI makes building 3D digital twin
218、s much faster,and simulation software can help a virtual factory evaluate hundreds of scenarios before acting on any of them.Open innovation and shared talentCompanies that open the door to closer collaboration can gain a competitive edge.One study from the IBM Institute for Business Value found org
219、anizations that focus on“openness”or“ecosystems”in their technology adoption see revenue growth that is 40%higher than their competitors.Success is now based less on enterprise-to-enterprise competition,and more on ecosystem-to-ecosystem engagement:84%of executives say open innovation is important f
220、or their future growth strategy.52 Ecosystem engagement relies on building partnerships that leverage other organizations innovation dollars and talent to enhance your own.In fact,IBM Institute for Business Value research found that three out of four CEOs say ecosystem partners are essential for the
221、ir talent and skills strategy.53 The trend:Reglobalization,reskilling,and new partnerships are transforming value chainsSeven bets 33The bet:Simplify,digitize,and partner to build a resilient enterpriseBuilding the resilient enterprise of tomorrow requires investing in simplicity,automation,access t
222、o skills,and a robust ecosystem today.Here are three ways to make your business more resilient.Eliminate,simplify,and automate the entire organization.This is a time for bold change:eliminate non-value-adding tasks.Simplify operating models,and automate management systems across the organization.Shi
223、ft more costs from fixed to variable.Digitize end-to-end workflows.Implement“digital-first”solutions to increase efficiency,engage talent,and develop new skills.Break down jobs into collections of tasks,and decide which of those tasks can be aided or automated with AI.Redefine the jobs and reskillin
224、g strategy based on the tasks less likely to be automated,and implement AI that reduces peoples low-value transactional burden.Inner-source,crowdsource,and partner to secure skills and flexibility.Adopt open-source collaboration practices inside the enterprise,de-risking and lowering the cost of inn
225、ovation.Implement skills-sharing platforms to create internal markets for talent to flow to their most productive jobs.Leverage digital credentials to find talent with verifiable capability based on demonstrated application of skills,rather than relying on self-assessments or manager endorsements.Ou
226、tsource non-core functions to digitally enabled partners to better navigate the ebbs and flows of the business cycle.Select key ecosystem partnersand double down.Evaluate the strength of your partnersand whether they are part of the winning ensemble in this new environment.Invest in the few that wil
227、l make a difference.Strengthen the organizations ability to manage strategic partnerships for mutual success.Increase security at every point in the ecosystem by adopting zero trust security practices.34Case studyCase studyIBM and Rapidus bolster the global semiconductor supply chain Partnerships bu
228、ild resilience in times of disruption.And in the global semiconductor market,disruption is a constant.IBM and Rapidus announced a joint development partnership to advance logic scaling technology as part of Japans initiative to become a global leader in semiconductor research,development,and manufac
229、turingand strengthen the global supply chain.To that end,IBM and Rapidus Corporation,a newly formed advanced logic foundry backed by major Japanese companies,will further develop IBMs breakthrough two-nanometer technology for use by Rapidus at its fabrication plant in Japan.This work,which will draw
230、 from IBMs decades of expertise in semiconductor research and design,is expected to start production in the latter half of the 2020s.The new agreement will directly support efforts to advance Japans position as a world leader in the development of emerging technologiesfrom advanced semiconductors to
231、day to future work on quantum computingas well as IBMs interest in bolstering the global semiconductor supply chain.IBM will also continue its efforts to boost R&D and the manufacturing of semiconductors in the US,including working with the US government and industry to realize the goals set forward
232、 in the CHIPs and Science Act.The worlds largest soccer event ups its ecosystem game Speed in world-class soccer is usually defined by great athletes.In technology,its defined by open innovation.For IBM Consulting,world-class speed was defined by developingin less than five monthsa technology platfo
233、rm that has supported the fan experience for the more than three billion fans who watched the 2022 series at the worlds largest soccer event.The governing bodys goal was to greatly enhance the fan experience with advanced technologyfrom motion-tracking balls and AI-assisted offside detectors to adva
234、nced stadium cooling technology and access for the visually impaired.To develop solutions and applications for the event,deliver a digital experience for the matches,booking of transportation,and amenities for the fans in five months,IBM and Red Hat partnered with engineering teams in three differen
235、t countries.This was the ecosystem required to win and deliver a resilient,scalable solution in record time.The IBM team additionally partnered with a large German engineering companys business and technology team through value-based iterations to help ensure value orchestration and manage all imped
236、iments.Theyve built a mass usage platform with focus on the human experience and integrated it with the mobile app in less than five months.Only through the ecosystem trio consisting of IBM,the engineering company,and the soccer governing body could this collaborative alliance design and create an o
237、pen,flexible,and secure solution based on real-time data.The trend:Reglobalization,reskilling,and new partnerships are transforming value chainsSeven bets 35Case studyMOVYON is a leader in the development and integration of intelligent transport system solutionsand a center of excellence for researc
238、h and innovation at Autostrade per lItalia.54 Autostrade per lItalia adopts MOVYONs technology solutions to help manage and maintain its approximately 3,000 km of highways,keeping them safe for drivers.Autostrade per lItalia also manages more than 1,900 bridges and viaducts,nearly 1,800 overpasses,a
239、nd 574 tunnels throughout Italy.MOVYON turned to IBM Consulting to help create a new type of infrastructure management solution that the two companies could offer to other roadway operators.“Our role was to integrate these technologies and,together with IBM,create something that didnt exist before,”
240、says Lorenzo Rossi,Chief Executive Officer at MOVYON.The IBM Consulting team worked with MOVYON to design a comprehensive solution enhanced by AI for a smarter approach to infrastructure management.The platform,known as Argo,communicates in real time with IoT sensors.The solution also includes a sim
241、plified building information modeling(BIM)technology model of bridges and viaducts generated from the data available in the Argo solution.The project also defined a new,digital inspection process for field operators.It enables multi-device access through a mobile app.The app lets technicians view a
242、simplified 3D model of the bridge,comparing it to the structure in front of them and ensuring that they inspect each part.IBM and MOVYON put the Argo platform into production in just 18 months.It now helps Autostrade per lItalia monitor,manage,and maintain infrastructure assets,predict failures,and
243、prioritize repairs across the 4,000 bridges,viaducts,and flyovers of the Autostrade per lItalia network.Autostrade per lItalia drives simplicity with virtualization The trend:Reglobalization,reskilling,and new partnerships are transforming value chains36The trend:Skills scarcity and demographic shif
244、ts are defining the new social contractSeven bets 37Few executives have figured out the next future of work,how to address the qualified skills shortage,and the best way to keep a talent pipeline filled with engaged,inspired(and inspiring)teams.Additionally,the next generation of both human workers
245、and AI is changing the nature of jobs and the skills required,particularly in creative,service,and administrative jobs,with a magnitude of impact equivalent to what the Third Industrial Revolution meant to manufacturing.A few key factors will define how the talent marketplace evolves.Skills shortage
246、s and generative AI will accelerate the automation of jobs.The skills shortage will likely continue to strain organizationseven with recession and layoffs.In the US,there are twice as many job openings as unemployed workers to fill them.55 In 2021,almost two in three(64%)global IT professionals said
247、 talent availability was the largest challenge to emerging technology adoptionup from 14%in 2019.56 And experts estimate that G20 countries risk missing out on up to$11.5 trillion of cumulative gross domestic product(GDP)growth by 2028 if the digital skills gap is not addressed.57 Generative AI will
248、 continue to change the kinds of specialized skills that will be required.By augmenting human workers with digital workers,enterprises can likely increase productivity.However,the rapid expansion of generative AI is also highlighting the need for humans with new skill sets for roles like prompt engi
249、neering and generative artists.With the new types of work AI will create,the digital skills gap will continue to widen if organizations dont actively upskill and reskill the workforce.Whipsaw effects on talent demands strain every aspect of the talent function.As volatility shifts the HR function fr
250、om hiring to reducing staff,skills shortages and economic uncertainty continue to put pressure on finding and attracting top talent.Many organizations are outsourcing talent acquisition to reduce the strain.The global recruitment process outsourcing market is expected to expand 14%in 2023and grow by
251、$7.6 billion between 2023 and 2027.In addition to carrying some of the load,outsourcing agencies can often access talent pools faster and more efficiently than internal teams can do on their own.58Enterprise cultures evolve from employee engagement to purpose and well being.The three most important
252、factors for todays employees are working conditions(77%),work-life balance and flexibility(76%),and competitive compensation and benefits(75%).They also say they want their work to align with their values.About two-thirds want their organization to promote social responsibility(68%),environmental su
253、stainability(64%),and a culture of diversity and inclusion(61%).59In fact,many of these shifts correlate with the demographic changes in the workforce,which supports the differences identified in data across countries,regions and diversity segments.38The priorities:The trend:Skills scarcity and demo
254、graphic shifts are defining the new social contractAt the heart of the new way of working is a social contract that understands and adapts to peoples new priorities and the realities of a post-pandemic workplace.Leaders must adopt talent approaches that make employees feel like strategic business pa
255、rtners and enable them with productivity-enhancing technologies.People-centered workplacesEmployers that care as much about the experience of their diverse,empowered teams as they do about their customers see 32%higher revenues and deliver outcomes twice as fast as other enterprises.60 Why?Because t
256、hey make people feel like theyre part of something larger than themselveswithout asking them to sacrifice their well-being for the privilege.They use data and AI,along with pulse surveys,to assess engagement and wellness of employees.People-centered workplaces are hybrid.They also use AI to streamli
257、ne people processes and provide personalized experiences to their employees.Ladders,a career site for positions that pay$100,000 or more,reports that 36%of all professional jobs are now remote.Prior to the pandemic,only about 4%of high-paying jobs were available remotely.61 Having a clear workforce
258、location strategy that defines which job roles and responsibilities need to be done in person and which can be done remotely also removes unnecessary constraints from the talent search.“Super-coaching”middle managersMiddle managers serve as the glue connecting leadership to rising talent as the orga
259、nization navigates constant change.The new middle manager must be a super coach,motivating,developing,and rewarding team members based on their individual wants and needs.With AI automating management tasks,middle managers become more like fleet trainers than an administrator.They need to build cohe
260、sive teams in a hybrid work environment,which can often feel fragmented.Given the increasing importance of this role,65%of CEOs are investing to improve people manager skills today and 72%plan to increase their investment by 2025,according to research from the IBM Institute for Business Value.62New
261、talent pools and toolsBusinesses should look for people with the right skills,rather than the right degrees,to increase their candidate pools.For instance,Salesforce recently awarded$5 million in grants to help people from underserved communities start successful careers in technology.63 And IBM ann
262、ounced the Skills Build program with a commitment to help 30 million people globally.64 These reskilling initiatives can help close the talent gap while creating new economic opportunities.Companies should invest in new AI tools to augment their workforce productivity.For example,text tools like Cha
263、tGPT can help a non-artistic person generate prompts that can be used with graphics tools such as Midjourney or DALL-E.Leading companies will use AI guides for their employees for most of their activities.Companies can also create internal marketplaces to help talent and jobs to find each otherand m
264、ake the most of the talent they already have.Seven bets 39The bet:Embrace a new work-life continuum in a tech-enabled workplaceAs technology disruption acceleratesand the demand for digital skills skyrocketsleaders need to adapt to a changing workforce.Here are three ways to bring the right people a
265、nd technology together.Hire for skills and diversity,not just degrees in traditional labor pools.Catalog the skills required for each position,eliminate degree requirements for those where it is not needed,and hire people who can do the job,whether or not they meet traditional education requirements
266、.Look to your ecosystem to provide skills the organization doesnt need at scale or that have a high degree of variability.Enable inner-sourcing by building a marketplace where those with skills(or the interest in learning them)can be matched with opportunities.Use AI to transform talent support func
267、tions to improve experience and shift fixed to variable costs.Outsource employee services and talent acquisition to AI-enabled trusted partners who can operate these functions at scale,reducing the cost,volatility,and risk of these functions.Join forces with your ecosystem partners to create larger
268、pools of qualified and diverse candidates with the skills required to sustain growth.Build digital skills academies that prioritize collaboration,communication,and empathy as part of the curriculum.Redefine roles to automate tasks and align with shifting values and demographics.Give employees tools
269、and resources to help them manage their lives,as well as their careers.Reevaluate benefits to align with the new workforce demographics.Reconcile a sustainable hybrid work model for different jobs,reinstating expectations of physical presence in the workplace,aligned with each role.Instrument near r
270、eal-time views of employee engagement and wellness more frequently throughout the year.40Case studyThe trend:Skills scarcity and demographic shifts are defining the new social contractBuzzFeed uses AI to identify and recruit top talentBuzzFeed reaches millions of people every day through its fun,eng
271、aging,and informative contentand every year,thousands of people apply for jobs in the company.With application volumes increasing every year,BuzzFeed saw an opportunity to boost the efficiency of its recruitment processes.“Some of our most sought-after roles attract hundreds of applications per day
272、for several days after we post themand with such large talent pipelines,pinpointing the top performers is often a tough challenge for our hiring managers,”says Dan Geiger,Former Recruiting Ops Manager and Lead Recruiter at BuzzFeed.To streamline this process,BuzzFeed is using IBM Watson Candidate As
273、sistant to engage candidates in personalized career discussions and recommend positions that fit them best.Prospective applicants can type questions about working at BuzzFeed into the chat,and receive real-time answers in the form of text,videos,and links to open positions.Eighty-seven percent of Bu
274、zzFeed applicants coming in through IBM Watson Candidate Assistant move through the process from phone screenings to face-to-face interviews,compared to only 53%of applicants from other sources.“For us,theres no better proof of the effectiveness of the pilot than the quality of the candidates that a
275、re coming through,”says Geiger.“And so far,the results are extremely encouraging.”Seven bets 41Case studyThe trend:Skills scarcity and demographic shifts are defining the new social contractCase studyNew-collar workers are the next generation of talentGoodwill builds its elite middle management benc
276、h with AI insightsEvery day,thousands of people face barriers to finding work and earning a paycheck to support their families.Sometimes its lack of training or education,limited job skills,or a disability.Goodwill of North Georgia is using IBM solutions to build a highly skilled workforce that can
277、navigate the complexities of helping people find work.65Goodwill catalogs skills and uses skills profiles to define what success looks like for each of its 38 job roles.Using IBM Watson Talent Frameworks,Goodwill can identify skills gaps faster and attract and develop top performers.When a new emplo
278、yee joins,the organization can use prescriptive learning suggestions to shorten their path to productivity.With deeper insight into skills across the organization,Goodwill is building the strong talent bench it needs to connect more than 20,000 people across Georgia with employment opportunities eve
279、ry year.“Since we deployed IBM Watson Talent Frameworks,19 management opportunities have come upand we were able to fill them all with internal talent,”says Thea Parlagreco,Training Manager at Goodwill.“As well as helping us to retain and develop our top talent,recruiting internally helps contain ou
280、r human resources expensecontributing to a significant reduction in our operational costs.”The global job market is facing a shortage of skilled workers,especially in technical roles.IBM is working with partner organizations to close the skills gap by providing non-traditional education paths to peo
281、ple in traditionally underserved communities.These new-collar workers can help fill the demand for traditional tech roles such as operations and system administration,as well as emerging roles that require new skills in data science,cloud computing,and artificial intelligence.IBM Z Academic Initiati
282、ve System Program offers no-cost access to high performance computing,mainframe hardware,software,courseware,and a network of industry experts to train tomorrows tech professionals.In partnership with non-profit Per Scholas,teachers were trained in IBM Z-specific skills,and enabled with specific cou
283、rse materials.The five week intensive program included technical training as well as programs around interpersonal skills to help students adapt to the demands of an enterprise.Similarly,non-profit LaunchCode partnered with IBM Global Training provider,LearnQuest,to deliver two educational programs.
284、After training,applicants began 180-day paid apprenticeships at a client company,with the potential of a job offer at the end.This allowed the company to hire more than 20 new full-time employees.42IBM Institute for Business ValueFor two decades,the IBM Institute for Business Value has served as the
285、 thought leadership think tank for IBM.What inspires us is producing research-backed,technology-informed strategic insights that help leaders make smarter business decisions.From our unique position at the intersection of business,technology,and society,we survey,interview,and engage with thousands
286、of executives,consumers,and experts each year,synthesizing their perspectives into credible,inspiring,and actionable insights.To stay connected and informed,sign up to receive IBM Institute for Business Values email newsletter at can also follow IBMIBV on Twitter or find us on LinkedIn at ibm.co/ibv
287、-linkedin.The right partner for a changing worldAt IBM,we collaborate with our clients,bringing together business insight,advanced research,and technology to give them a distinct advantage in todays rapidly changing environment.Seven bets 43Sources1“John F.Kennedy Address at Rice University on the S
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319、le back to work.”IBM.Accessed February 9,2023.https:/ Copyright IBM Corporation 2023IBM Corporation New Orchard Road Armonk,NY 10504Produced in the United States of America|May 2023IBM,the IBM logo, and Watson are trademarks of International Business Machines Corp.,registered in many jurisdictions w
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