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1、1KPMG global tech report 2023KPMG global tech report 2023Secure value by navigating uncertainty with confidence.KPMG.Make the D global tech report 2023Contents03220626122916ForewordSection 1:State of playSection 2:Trusted transformationSection 3:Digital ambitionsSection 4:Momentum threatsSection 5:I
2、ntentional digital transformationConclusion 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.3KPMG global tech report 2023ForewordBe determined,not deterred.Despite the headwinds of global economic u
3、ncertainty,digital transformation leaders that are committed to their innovation priorities continue to realize value at pace.By aligning investment in technology with their strategic ambitions,these organizations are upholding momentum.When it comes to digital transformation,a hesitant mindset coul
4、d prove costly,and not just because competitors will continue to invest:new technologies can give businesses ways to deal with the difficult market.The good news is that the latest KPMG research suggests that many organizations refuse to be blown off-track.In this years edition of our global tech re
5、port,technology professionals are resolute.Some leading organizations are already generating profit from their investments in emerging technologies and are coping well with priorities such as the environmental,social and governance(ESG)agenda.2023 Copyright owned by one or more of the KPMG Internati
6、onal entities.KPMG International entities provide no services to clients.All rights reserved.4KPMG global tech report 2023Tech on track In last years report,66 percent of organizations said they were either very or extremely effective at using technology to advance their business strategies.Almost a
7、ll said they had successfully used digital transformation to improve profitability or performance over the previous two years.Today,that track record is paying off as buy-in from senior leaders for the deployment of emerging tools and technologies has almost quadrupled.These results show what is pos
8、sible.By demonstrating the potential returns of well-placed technology investments,tech teams can unlock support for future technology bets.And having made significant advances,many businesses are exploring new innovation opportunities particularly in areas such as artificial intelligence(AI).They a
9、re also thinking hard about how to build on the improvements they have already made with more rigorous management of their cloud-based infrastructure,for example.In this years research,we look at organizational priorities and plans for technology.We surveyed 2,100 executives and carried out in-depth
10、 discussions with industry experts to find out how organizations are looking forward to the next stage of the digital transformation journey.Where do they expect emerging technologies to drive new value?And how will they move forward with pace and confidence?This is not to downplay the challenges.No
11、tably,67 percent of technology leaders say they are now expected to do more with smaller budgets than they were last year:72 percent and 69 percent of Asia-Pacific(ASPAC)and Americas businesses respectively say this,while 61 percent of those in EMA feel the same.Also,coordination issues between tech
12、nology functions and the rest of the business frequently derail digital transformation progress.But despite these pressures,organizations must rise to the challenge and continue to find ways to digitally transform to avoid falling behind the competition.of technology leaders say they are now expecte
13、d to do more with smaller budgets than they were last year 67%of Asia-Pacific(ASPAC)and 69 percent of Americas businesses say this,while 61 percent of those in EMA feel the same72%In 2022,only 10%of those surveyed had leadership buy-in for emerging techIn 2023,38%have buy in from leadership for emer
14、ging tech10%38%Emerging tech buy-in has leapt forward 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.5KPMG global tech report 2023Americas33%Europe,Middle East and Africa(EMA)38%Asia Pacific29%We a
15、lso interviewed seven senior technology leaders and experts:David Reeve CIO at University of Technology Sydney John(jt)Tonnison Executive Vice President,Chief Information&Digital Officer at US FoodsMasashi Kaneko CDO,Vice President and Head of the Digital Technology Department at Mitsubishi Tanabe P
16、harma CorporationMichael von Roeder Group Chief Digital Officer at 50Hertz Transmission GmbHNandha Kumar Chief Information Tech and Data Officer for Americas at DanoneNan WangExecutive Director,China Market IT Head at MerckSwamy Kocherlakota Executive Vice President and Chief Information Officer at
17、S&P GlobalAbout the research:The study is based on a survey of 2100 executives from 16 countries:29 percent from Asia Pacific(ASPAC)38 percent from Europe,Middle East and Africa(EMA)33 percent from the AmericasThere are representatives from across nine industries including:energy,education,financial
18、 services,government,healthcare,industrial manufacturing,life sciences,tech,retail and consumer packaged goods.A significant proportion of the sample is composed of senior leadership,including board members or members of the C-suite,VP or head of department and director level.In terms of the size of
19、 these organizations,annual revenues sit above$100 million.The study is based on a survey of 2100 executives from 16 countries:2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.6State of playSection 1
20、:KPMG global tech report 2023 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.7KPMG global tech report 2023KPMG global tech report 2023State of play:unlocking value from transforming with intentRath
21、er than embracing new technologies simply for the sake of it,organizations should ensure their digital innovation plans are intentionally tied to their dynamic strategic and commercial goals.“Being intentional means being really clear what value you intend to generate from the technology you deploy,
22、”says David Reeve,CIO at the University of Technology Sydney.And this value needs to be quantifiable in some way,“whether thats in dollars or other measures of efficiency.When youre not intentional about the returns you intend to achieve,technology projects can drift aimlessly,and become protracted
23、continuing for far too long.”The good news is that by following a systematic,value-led approach,many organizations have already created tech infrastructures that are generating useful benefits for their business models.Being intentional means being really clear what value you intend to generate from
24、 the technology you deploy.David ReeveCIO at University of Technology Sydney 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.8KPMG global tech report 2023Efforts poured into digital transformation p
25、rojects to date are paying offSimilar to the findings in the 2022 research,the majority of this years respondents confirm they have successfully used digital transformation to improve their profitability or performance in some way.But,this year,the performance uplift has experienced a year-on-year i
26、ncrease.Overall,an average of 63 percent of respondents have reported an increase in performance as a result of their digital transformation efforts over the past 24 months.The largest group of respondents see technology investment driving profit or performance improvement uplift of over 10 percent,
27、up from last years most common rate of improvement uplift of around 2.5 percent.In many cases,digital transformation investments are providing returns that have exceeded expectations and are driving tangible gains:Increase in profit or performance64%64%66%63%60%59%of businesses say they have seen a
28、profitability or performance gain of at least 11 percent from investments in data and analytics29%Other benefits respondents shared include increased employee productivity,improved efficiency and cost control,enhanced customer engagement,higher levels of employee satisfaction,support for new busines
29、s development and the enablement of innovation.But some parts of the world seem to be moving more quickly than others.In the Americas,for instance,only 24 percent of organizations report a significant increase in profitability and performance from investments in data and analytics;that rises to 28 p
30、ercent in EMA and 35 percent in ASPAC.These regions are seeing more noteworthy gains across the board.Public cloud and XaaS technologiesCybersecurityData and analyticsAI and automationVR/AR(including the Metaverse)Low code/no codeKey:Over the past 24 months,have your digital transformation efforts w
31、ith the following technologies positively impacted profitability or performance?All new technologies are improving organizations profitability or performancesay the same of investment in public cloud and as-a-service tools27%have seen such gains from investment in artificial intelligence and automat
32、ion26%2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.9KPMG global tech report 2023Against this backdrop of successful recent digital transformation,many businesses have a level of self-assurance:73
33、 percent say they will be able to grow using their existing technology stack.Interestingly,38 percent say they now have buy-in from senior leaders for the deployment of emerging tools and technologies this figure has increased from just 10 percent when this research was conducted last year.In the in
34、dustrial manufacturing sector,the figure is now up to 50 percent,with energy,government(both at 44 percent)and healthcare(43 percent)not far behind.While it is positive to see organizations enjoying the rewards of their hard work with digital transformation,they must avoid the trap of becoming compl
35、acent.If they fail to stay in tune with new industry developments and shifts in customer expectations,organizations may soon see their competitors overtake them.Customer engagement and cybersecurity stand firm as popular focus areas for digital transformation projectsConsistent with what was observe
36、d in last years report,digital innovation projects are primarily focused on achieving performance uplifts around cybersecurity and customer engagement.A desire for improved customer centricity,for instance,is a common trigger for digital transformation:57 percent of respondents say improving upselli
37、ng and cross-selling opportunities is a leading driver for their digital transformation efforts 51 percent say that the need to do a better job of converting prospects into customers is a trigger of transformation By some measures,ASPAC businesses lead the way here:61 percent are focused on upsellin
38、g and cross-selling,for example,rising to 64 percent in China.Diving deeper into how customer needs are shaping digital transformation journeys,tech innovation initiatives are primarily focused on meeting buyer expectations around cybersecurity,speed of service and convenience.Stronger data privacy/
39、cybersecurity01Speed of customer service02Convenience (including 24/7 access)03The three most influential customer expectations in digital transformation projects38%say they now have buy-in from senior leaders for the deployment of emerging tools and technologies 2023 Copyright owned by one or more
40、of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.10KPMG global tech report 2023To get better at converting prospects into buyers and boosting the loyalty of existing customers,organizations should ensure their digital evolution journey
41、s involve service and product upgrades that can save customers time and minimize any chances of frustration.Rather than risk becoming complacent about the strength of their existing tech stacks,leading organizations recognize the importance of being nimble with innovation in the face of rapid techno
42、logy change and evolving customer expectations.It is significant,for example,that AI is now seen as the most important technology for achieving their organizations short-term ambitions.They are moving quickly to embrace rapid advances in areas such as generative AI.Swamy Kocherlakota,Executive Vice
43、President,Chief Information Officer,S&P Global,notes that the financial index firm is assessing how the likes of generative AI is moving customer behaviors towards more conversational engagement experiences.“Manually reading and digesting information is going out of fashion in favor of more conversa
44、tional styles of communication,where the exact information a customer is searching for is served up to them in a personalized way.”He adds:“So we are looking at our assets and saying:“Thats going to go out of fashion over time.How are we going to communicate with our customers going forward?How do w
45、e make our products more conversational,and what new products and business opportunities come with this new channel of interaction?”Important technologies are delivering real value,but management challenges remain Looking at the research respondent base,progress is faster in some areas than in other
46、s.For example,while businesses are excited about the potential for AI(see Section 3 for more on this),they are still in the early stages of using it.Just 15 percent have reached a stage where they are progressing proactively in the delivery of their AI strategies.By contrast,68 percent of organizati
47、ons report that their work with data and analytics has gone beyond the experimental phase,while 17 percent describe their approach to data and analytics as“embedded”it is fully integrated into daily operations and is generating returns.“Were bringing all our data to a single platform,”says Nan Wang,
48、Executive Director and Head of IT at pharmaceuticals company Merck.“This provides us with solid,rich and comprehensive big data within and outside the company,which we can leverage to generate revenue,make decisions,or tell compelling stories.”Most organizations have recognized the value of data and
49、 are well on their way in executing their data strategies.But they still have more to achieve,especially around the integration issue of data sets not working together across an organization.Similarly,the everything-as-a-service(XaaS)approach to technology is benefitting many organizations in a numb
50、er of ways,but managing XaaS environments is far from straightforward.Apart from the cyber and compliance benefits,the advantages of XaaS in 2023 are different from those reported in 2022.The new entrants to the top four include better data management,accelerating technology innovation and reducing
51、the carbon footprint.Were bringing all our data to a single platform.This provides us with solid,rich and comprehensive big data within and outside the company,which we can leverage to generate revenue,make decisions,or tell compelling stories.Nan Wang Executive Director and Head of IT at Merck 2023
52、 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.11KPMG global tech report 2023These benefits seem to be supporting an increase in productivity:Having successfully shifted to XaaS,organizations should no
53、w learn how to intentionally optimize managing their technology estates.This is an important lesson particularly in the context of budget constraints.KPMG research from 2022 found that 77 percent of respondents were at least considering pausing or reducing digital transformation investment as econom
54、ic uncertainty escalated.Businesses want to manage initiatives intentionally to get the highest returns possible.This means looking at how to:Bring people and technology together more closely Work with partners to drive value Use emerging tools to get closer to customers Overall,the lessons of the p
55、ast 12 months are clear.Digital transformation must be done with intent.To build on the momentum they have created so far,technology leaders must work closely with business partners to align their innovation efforts to strategic ambitions.The way they achieve those ambitions might change as emerging
56、 technologies continue to evolve rapidly,but it is the business outcome that is all-important.XaaS gives us important insights into some of the challenges of digital transformation.Our research shows that while many organizations are preoccupied with the benefits of further migration,they are not ma
57、naging their existing XaaS environments efficiently.When looking ahead at organizations top ambitions for XaaS in 2023,the goals that revolve around optimizing existing XaaS environments all sit outside the top three priorities.Supporting the operation of emerging technologies (e.g,AI,quantum comput
58、ing etc)Connecting data sources to enable advanced analyticsMaximizing the amount of applications that are shifted to public cloud (XaaS technologies)Enhancing security and complianceSupporting new products/service developmentCost optimization(FinOps)Transforming the business modelSupporting new pro
59、ducts/service developmentWhat are your primary ambitions for cloud at the moment?51%44%41%40%40%35%35%Primary ambitions for XaaS are mainly focused on migrationof the organizations we surveyed have increased their profitability or performance by using XaaS in the past 24 monthssay the risk of moving
60、 to XaaS is worth it for the opportunities63%2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.12Trusted transformation Section 2:KPMG global tech report 2023 2023 Copyright owned by one or more of th
61、e KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.13KPMG global tech report 2023KPMG global tech report 2023Trusted transformation:leading to better outcomes To preserve the hard work put into digital transformation journeys,technology leade
62、rs are intentionally keeping a close eye on cybersecurity considerations.In fact,many organizations have discovered that proactively managing security risks in the early stages of projects has significantly increased the success rates of their transformation projects.This is a wise approach,because
63、digital transformation and the adoption of new technologies can increase cybersecurity risk.As the surface area of a businesss systems expands,“bad actors”have a bigger target.And changes to the businesss infrastructure can introduce points of weakness.Greater connectivity,meanwhile for employees,cu
64、stomers and partners creates new attack vectors.Crucially,this is not simply a technical challenge.Businesses that do not prioritize security in transformation processes will undermine their trusted relationships with stakeholders ranging from customers to suppliers.An emphasis on security during in
65、novation is therefore a vital part of transforming with intent,and the business ambition here should be to drive trust in the organization.Cybersecurity and privacy concerns were ranked as primary factors that could slow down transformation progress.And amid the ongoing migration to cloud infrastruc
66、tures,40 percent say that enhancing security has become a key goal in their XaaS projects.2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Secure a complex ecosystem of third parties and external ser
67、vice providers02Three top ways to put security at the core of the businessKPMG global tech report 2023Security is being acknowledged as an opportunity Rather than just being regarded as a resilience necessity,cyber is being recognized as a key commercial opportunity.Organizations that perform strong
68、ly on security will secure competitive advantage;63 percent of the organizations in our research say that improving cybersecurity and privacy helps them to provide a loyalty-winning customer experience.They can also move forward with digital transformation more rapidly,because business leaders will
69、likely be confident in their ability to protect the organization even as it changes.No wonder,then,that enhancing resilience and trust through cyber is now one of the top innovation goals for technology functions.More than half(51 percent)of cybersecurity teams are focusing on how to automate,stream
70、line and embed security into the core of the business.Their challenge is to do this without making security a hindrance.If they can manage that,it can help people to work confidently,make productive choices and play their part in protecting the organization.This work must be an integral element of d
71、igital transformation projects right from the start it cannot be an afterthought.Thankfully,security by design is becoming an accepted principle:62 percent of businesses have discovered that managing risk in the early stages of projects,with security and control by design,significantly increases the
72、 success rates of transformation programs.And in some countries this figure is far higher:74 percent in Brazil,83 percent in China and 88 percent in India.This success is fueling appetite to become even more proactive with cybersecurity.Seventy-one percent of organizations say they want to become mo
73、re proactive at integrating trust,security,privacy and resilience into technology rollouts.Proactiveness is also part of staying within budget,says Mercks Nan Wang.“Sometimes the costs attached to cyber and privacy are higher than the costs of technology development costs,”he says.“Not only is it ex
74、pensive to tackle cybersecurity and data governance elements one by one,but its also not the most accurate or efficient way to manage such issues.”Instead,he says,security should be part of the product itself.But he accepts that this is difficult:“Its hard to do,largely due to a shortage of skills a
75、round implementing cybersecurity across a plethora of software and platforms.”Automate,streamline and embed security into the core of the business01 Reinforce the trust that customers and clients have in the cybersecurity and protection of their data and services0314 Sometimes the costs attached to
76、cyber and privacy are higher than the costs of technology development costs Nan WangExecutive Director,China Market IT Head at Merck 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.15KPMG global tec
77、h report 2023KPMG global tech report 2023But the alternative may be even less appealing.Retrofitting security protections can take longer to achieve,with less guarantee of success.So it makes sense to slow down early on in order to progress faster later.This is an important principle to apply more b
78、roadly in digital transformation projects,says Michael von Roeder,Group Chief Digital Officer at 50Hertz Transmission GmbH,and is one reason he believes in building more varied technology teams.“Sometimes you come to decisions more slowly when you have more diverse teams because you have implicitly
79、different perspectives to bring to the discussion,”he says.“It can feel slower.But in the end my experience is that every single decision is better.”“The key to diversity is to have a common goal but remember that your ways to the goal might be different,”says von Roeder.“As long as you always have
80、in mind that you all want the same thing,it will work out.”Spending time to establish secure and trustworthy foundations in tech stacks can empower organizations to move forward with confidence towards new digital ambitions.The key to diversity is to have a common goal but remember that your ways to
81、 the goal might be differentMichael von RoederGroup Chief Digital Officer at 50Hertz Transmission GmbH 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.16Digital ambitionsSection 3:KPMG global tech r
82、eport 2023 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.17KPMG global tech report 2023KPMG global tech report 2023Digital ambitions:we arent slowing down As organizations strive to move their dig
83、ital transformation plans forward,the most successful innovators will continue to recognize the dangers of embracing new technologies simply for the sake of it.Encouragingly,many organizations have clear digital ambitions.In line with last years research,boosting customer engagement and cybersecurit
84、y remain significant focus areas for digital investments.But a notable priority shift is seen in ESG targets rising to the very top of the agenda for many organizations.After being ranked as the lowest digital transformation priority out of the areas measured in 2022,advancing ESG commitments is exp
85、ected to be the primary driver of technology innovation over the next two years.ESG is the top tech innovation priorityBusinesses are working to take the initiative on ESG issues,and this focus will drive the technology innovation agenda too.Almost half of respondents(48 percent)say that,over the ne
86、xt two years,advancing their ESG priorities will be a primary innovation goal for their technology functions;this is consistent regionally with 53 percent in ASPAC,46 percent in the Americas and 47 percent in EMA.2023 Copyright owned by one or more of the KPMG International entities.KPMG Internation
87、al entities provide no services to clients.All rights reserved.But,organizations admit they are slightly hesitant about taking risks with new investmentsLooking at how organizations plan to evolve their tech stacks to achieve their goals-there is a sense of nervousness around investing in new techno
88、logies.Economic uncertainty has left 65 percent of businesses feeling less confident about investing in new technology;however,it would be a mistake for them to completely shy away from innovation and settle for the strength of their existing tech stacks.A halt in progress could give their competito
89、rs a window of opportunity to overtake and become industry leaders.This nervousness around market uncertainty does seem to be impacting investment plans:67 percent say they are expected to do more with a smaller budget than last year rising to 72 percent in the ASPAC region.18Our aim is to enable th
90、e integration of 100 percent renewables for the electricity consumption in our area by 2032,”Von Roeder adds.As ESG transitions from being an important reporting responsibility to a driver of value creation,digital transformation will likely be crucial.KPMGs work in this area highlights the role of
91、technology in helping organizations achieve such a transition.Almost three-quarters of respondents(72 percent)are confident they can make progress on their near-term ESG ambitions using their existing technology stacks.One example of this is using data and analytics tools to track performance,manage
92、 reporting and identify improvements.The opportunity here is considerable,and many businesses are focusing on how they can use technology to tackle their environmental ambitions.To reduce their carbon emissions through more efficient working practices,for example,or to measure and report their carbo
93、n emissions more accurately.Organizations are also looking at how to use technology to drive up ethical standards in the workforce,and to support diversity,equality and inclusion initiatives including during recruitment.There is also the possibility of using technology to develop more sustainable pr
94、oducts and services.As operator of parts of Germanys transmission grids,not only does 50Hertz Transmission GmbH have its own environmental responsibilities,it also helps others achieve their sustainability goals through technology.Michael von Roeder explains:“Green energy is becoming an increasingly
95、 important factor for new industrial settlements in our grid area.There is a high demand from businesses for 24/7 green power.What we can do as a transmission system operator is to expand the grid and use innovative technologies in system-operations so that we can integrate a large share of renewabl
96、e energies in the electricity grids.”KPMG global tech report 2023Advancing ESG priorities/commitements(including carbon emissions targets)Enhancing trust through cyber threat detection and managementReaching new regions/customer demographicsImproving processes across the businessUnlocking more value
97、/insight from dataImproving products and servicesExpanding into new industriesWhich of the following innovation goals will your tech function primarily contribute towards in the next two years?48%45%43%42%40%40%32%Tech functions are increasingly contributing toward ESG prioritiesof respondents are c
98、onfident they can make progress on their near-term ESG ambitions using their existing technology stacks.72%2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.19Rather than become frustrated with this d
99、ynamic,John“jt”Tonnison,Executive Vice President and Chief Information&Digital Officer at US Foods,says technology teams must rise to the challenge.By demonstrating real value in the early stages of a project,technology teams can likely unlock more resource or budget down the line.He says:“In every
100、environment Ive been in,when returns are clearly demonstrated,further capacity follows.”“Take the capacity allotted and manage it well to deliver”says Tonnison.“Demonstrate returns in one area of the business,perhaps around customer-facing tools or machine learning optimizations of a major balance s
101、heet item,and youll soon see that other business units will want to be involved.Then youre in the space where your business is willing to look holistically at its budget and make reassignments.”The IT function must learn to tell its story more effectively.Among industrial manufacturing companies,for
102、 example,confidence and performance are elevated;it is no coincidence that 81 percent of businesses in this sector say they are fully aware of the productivity impact and financial costs of their existing technology debts.No other sector comes close to such self-awareness;only 59 percent of life sci
103、ences businesses,for example,say the same.Intentionally highlighting the business outcomes and returns up for grabs can help transformation leaders win access to the support and resources they need to reach their key ambitions,for instance around ESG or customer engagement.The AI and machine learnin
104、g boom continues to burn bright Organizations consider AI and machine learning as the most important technologies for achieving their short-term ambitions.More than half of the technology professionals we spoke to(57 percent)believe that AI and machine learning,including generative AI,will be import
105、ant in helping them achieve their business objectives over the next three years.This is significantly ahead of the next technology in the rankings:edge computing(42 percent).Among leading businesses where investment in technology is driving confidence and profitability most quickly,AI and machine le
106、arning are even bigger priorities.More than two-thirds(68 percent)say these technologies will be vital in helping them to achieve their short-term business goals,compared with 57 percent of the total sample.AI/machine learning(including generative AI)Edge computing(inc IoT)Robotics/automationVR/AR(i
107、ncluding the metaverse)Quantum computingWeb3(inc.tokenization)XaaS technologies(inc.public cloud or multi-cloud)5GOf the following technologies,which do you think will be most important in helping your business achieve its short-term ambitions(over the next 0-3 years)?57%42%41%37%35%32%30%27%AI and
108、machine learning are key to delivering on short-term ambitionsbelieve that AI and machine learning,including generative AI,will be important in helping them achieve their business objectives over the next three years.57%say these technologies will be vital in helping them to achieve their short-term
109、 business goals,compared with 57 percent of the total sample.68%KPMG global tech report 2023 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.20KPMG global tech report 2023KPMG global tech report 202
110、3How to succeed with AI It is important to remember that AI provides a way to drive value from many other investments in technology,particularly in the data arena,says Masashi Kaneko,Chief Digital Officer at Mitsubishi Tanabe Pharma Corporation.“Data and AI are important to businesses in two ways,”s
111、ays Kaneko.“First,they help us to make better decisions.And second,they can make the invisible visible.In pharma,for instance,we need evidence to develop new processes,and we have a lot of data.However,when it comes to analyzing big data,the human brain is limited.Thats where AI comes in.The marriag
112、e between big data and AI helps us to find what we cant initially see.”Mercks Nan Wang says that businesses that are struggling with integrating multiple technologies or advanced capabilities,such as AI,in their tech stack may need to revisit the basics.Businesses often overlook the need to strength
113、en their foundational IT layers so that advanced technologies can thrive.“There are three main layers:infrastructure,process and data,”says Wang.“And with this foundation in place you can introduce advanced technology layers on top.”AI strategies are changing at speed As a result of the rapid advanc
114、es in AI,and generative AI in particular,many businesses are being forced to reassess their AI strategies.In last years report,40 percent of businesses said they had reached the“proactive”stage of their strategy for AI deployment;today,that figure has dropped to just 15 percent.While they recognize
115、the potential of AI to help them with their short-term ambitions,they are also determined to be agile in their approach to execution.One reason for this is the debate about how to introduce AI ethically and safely:55 percent of organizations say progress toward automation has been delayed because of
116、 their concerns about how AI systems make decisions.As scrutiny of AI increases,organizations will need policies and practices they can articulate and apply with confidence.So while the pace of evolution in AI has accelerated,it remains crucial that organizations put the right foundations in place b
117、efore rushing ahead,says Michael von Roeder.“I can see why companies have taken a step back with their AI strategies in the last 12 months organizations saw that AI is leaping forward and can do awesome stuff,but companies also realized they need to structure its application,”says von Roeder.“That i
118、s where I see work needs to be done:implementing change management and ensuring that the right procedures and governance are in place,especially around the technological and data foundations.”Generative AI requires high-quality training data that is searchable and retrievable,he adds.Three most comm
119、on benefits of AI and automation20Supported new business development01Enhanced customer engagement02Raised employee satisfaction levels03 Data and AI are important to businesses in two ways,first,they help us to make better decisions.And second,they can make the invisible visible.Masashi KanekoChief
120、 Digital Officer at Mitsubishi Tanabe Pharma Corporation 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.KPMG global tech report 2023It is sensible to proceed carefully and to be ready to change dir
121、ection particularly with generative AI models and to focus on the needs of users,such as employees and customers.For example,limiting what models can do may ultimately be more transformative,because users are more likely to reject more far-reaching changes.Similarly,safe usage guidelines for generat
122、ive AI applications within the organization can help to ensure proper and effective use.The guidelines might include a training requirement for anyone wanting to use these tools.Three steps towards improved integration According to Nan Wang,Executive Director and Head of IT,MerckBeware of following
123、the herdDespite most organizations demonstrating a strong level of diligence in their transformation strategies,the research identifies a blind spot when it comes to technology choices.When asked to explain thought process behind their technology selections,the most popular reason given for investin
124、g in technologies was:to copy competitors.In a number of areas,businesses in our research are prioritizing particular technologies because they think competitors have already made the leap:45 percent say they are prioritizing AI and machine learning because they believe market leaders have already a
125、dopted this kind of technology 52 percent say the same of virtual and augmented reality tools,including the Metaverse This fear of missing out is understandable,but peer pressure is not a business case on its own.Instead,technology leaders should stay focused on working with business partners to dri
126、ve commercial and strategic outcomes.Valuable outcomes can only be achieved if business leaders rigorously assess how suitable potential investments are for their own organization.To build on the digital transformation momentum so far in the face of economic headwinds,organizations must continue to
127、uphold a level of intentionality in their strategies to prevent projects from drifting aimlessly.This will be especially important to ensure organizations do not waste precious money and resources in an era where budgets continue to tighten.say they are prioritizing AI and machine learning because t
128、hey believe market leaders have already adopted this kind of technologysay the same of virtual and augmented reality tools,including the Metaverse45%52%21Build a strong infrastructure layer,comprising cloud,on-premises elements if required,and connectivity.Focus on process:move from manual operation
129、s to digital processes,integrated where necessary with external processes,especially on customer engagement.This will enable increased innovation.Develop deep data expertise:focus on constant improvement,with foundations such as governance,as well as with tools that generate actionable insight such
130、as analytics and AI.010203Organizations are prioritizing particular technologies because they think competitors have already made the leap 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.22Momentum
131、threatsSection 4:KPMG global tech report 2023 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.23KPMG global tech report 2023KPMG global tech report 2023Momentum threats:culture and collaborationAs o
132、rganizations embark on their digital transformation ambitions,the journeys ahead will inevitably require them to get over technical hurdles.But it is not typically these technical factors that organizations worry about most.In this years research,respondents are more likely to say that culture,colla
133、boration and communication are the bottlenecks sabotaging successful transformation.Technology functions lacking coordination is seen by respondents as the top hurdle in the way of transformation progress.Almost half of organizations(46 percent)say their technology function lacks the governance and
134、coordination it needs to effectively support transformation initiatives.More than a third(36 percent)describe their culture as risk averse.And the same number are concerned about the lack of skills within the organization.Communication needs to go up and down the business as well as across its funct
135、ions.In particular,while technology leaders say they need executive buy-in to succeed with digital transformation initiatives,69 percent say they need to get better at helping the board to understand the potential of new technologies.In the ASPAC region this increases to 80 percent.2023 Copyright ow
136、ned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.24How to drive the collaboration dividendUS Foods Tonnison says that solving the collaboration problem often comes down to digital teams taking the first step.“In a bu
137、siness or industry that is not digital native,there is onus on the digital folks to lead with advisory skills.To create and sell a vision for a digital future and provide inspiration for change.To bridge the language gap between lived experiences and digital potential.”To minimize the chances of mis
138、communication between teams derailing project progress down the line,be sure to address the different perspectives and levels of understanding.Mitsubishi Tanabe Pharma Corporations Masashi Kaneko says one way to help employees get better at collaborating across the business is to take people out of
139、their individual functions and put them together in new teams.“Create an interdepartmental project,”he says.“Where different teams can get to know each other,collaborate and better communicate among themselves and their clients.”Filling skills gaps will inevitably be challenging because of the pace
140、at which technology is evolving and the huge demand for technologists across multiple industries.However,pursuing diversity will not only broaden the potential pool of recruits,but can also provide access to new in-demand skills.“The traditional way says to only recruit computer scientists or maybe
141、engineers,but thats not the only route forward,”says 50Hertz Transmissions Michael von Roeder.“Sure,a medical doctor needs to major in medicine,but for some digital technologies educational background doesnt matter:there are all sorts of transferable skills from other fields.”These communication pro
142、blems extend to external partners.Third-party relationships can get in the way of innovation by,for example,stifling overall business agility 57 percent of businesses say that long-term contracts with vendors hamper their ability to invest in new technology 42 percent say the need to manage an ever-
143、growing ecosystem of partners and vendors is a technology stack challenge that threatens innovationof businesses say that long-term contracts with vendors hamper their ability to invest in new technologyKPMG global tech report 2023Technology function lacking the goverance and coordination to effecti
144、vely support transformation initiativesCybersecurity or privacy concernsA risk-averse culture that is slow to embrace changeLack of skills within our organizationConstraints from legacy technologyImmature data-management strategiesTransformation fatigueSpiralling costsWhich of the following challeng
145、es are most likely to slow down your transformation?46%37%36%36%34%34%28%27%The tech departments lack of coordination threatens transformation progress57%2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reser
146、ved.25KPMG global tech report 2023KPMG global tech report 2023To help ensure that IT teams are collaborating effectively with the rest of the business,senior leaders in tech departments may need to bridge skill gaps.“Tech talent often excels with technical skills,but soft skills tend to be a hurdle,
147、so the challenge for tech leaders is to bridge over the gap to create a healthy blend of both,”says von Roeder.“Getting this balance right is something the tech industry has still to master.”Von Roeder adds that many companies need to fight the urge to overcompensate in their attempts to fill the so
148、ft skills gap.“I often see companies in Europe putting non-tech professionals at C-level to manage the tech team,which sometimes is problematic,”he says.Instead:“it is very helpful for tech people to have a leader who truly understands the complexities of technology,but at the same time respects the
149、 value of soft skills.”Skills needed by tech professionals in leadership positions To place future digital transformation projects in a position to succeed,business leaders must take ownership in troubleshooting the collaboration and culture weaknesses that exist in their organization.Empathetic ski
150、llsCommercial skills1.Ethical understanding1.Strategic thinkingCreativity and innovation2.Technical and digital literacy2.Collaboration3.Leadership3.2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.2
151、6Intentional digital transformationSection 5:KPMG global tech report 2023 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.2727KPMG global tech report 2023Intentional digital transformation:lessons f
152、rom the leaders Last years KPMG global tech report witnessed a surge in digital competency from organizations in comparison to previous years.This leap forward in digital effectiveness was to such an extent that it became very clear organizations had outgrown our initial definition of digital leader
153、ship.This year,our research utilizes a new definition to identify digitally advanced organizations.Observations from this group can provide best practice lessons for the rest of the market to consider as they continue with their digital transformation journeys.To be defined as a digital leader,organ
154、izations from our respondent base needed to meet two important criteria:1.They have built technology stacks that they are confident will deliver their digital transformation goals 2.They have already started to generate profit or performance uplifts from their technology investments This group is ma
155、de up of about 15 percent of the organizations in our research,and the data shows that these digital leaders are transforming at a faster pace and with better results than the global average.For example,96 percent of the leaders say their technology function can help the enterprise to confidently ex
156、plore the potential of emerging technologies,compared with 81 percent of organizations overall.Two-thirds of the leaders have reached at least the implementation stage on projects connected to emerging technologies,XaaS,data and analytics and AI and automation,compared with less than half of the tot
157、al respondent base.Also,the digital leaders have made more progress across many of the collaboration issues that threaten digital transformation progress,and they continue to work hard on many of them.For example,93 percent agree that greater diversity in the IT team can support collaboration with t
158、he wider business,compared with only 67 percent of the rest of the organizations we spoke to;94 percent are determined to get better at increasing board understanding;and 76 percent are conscious of the need to focus on long-term contracts with vendors.As a result of this work,the digital leaders ar
159、e experiencing a wide range of benefits,and are seeing more returns than they had anticipated.On measures ranging from employee productivity to innovation enablement,the leaders are far more likely to have seen business outcomes that exceed their expectations.How can other organizations catch up wit
160、h the digital leaders?First,they need to focus on agility.When we asked about what is essential to thriving in a digital economy,two of the actions the organizations identified were embedding cybersecurity and privacy in their businesses and increasing empathy and communication between business func
161、tions.Significantly,however,the digital leaders are more likely than other businesses to choose“the agility to accurately respond to market signals”as a vital attribute.LeadersNon-leaders48%46%48%49%50%49%72%71%68%68%67%67%Increased employee productivityEnhanced customer engagementImproved efficienc
162、y and cost-cuttingRaised employee satisfactionNew business developmentInnovation enablementKey:(Percentages are those answering“above expectations”)To what extent would you say that your digital transformation investments in recent years have contributed to the following outcomes?2023 Copyright owne
163、d by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.“The key to becoming a digitally enabled enterprise is having adaptability,says Nandha Kumar,Chief Information Tech and Data Officer for Americas,Danone.“Rather than a l
164、uxury,moving forward its going to be a requirement for organizations to be adaptable and agile to the landscape around them.”“At the end of the day,”Kumar adds,“truly meeting consumer needs requires adaptability to re-engineer products,services and technologies so they align with the preferences of
165、the customer,rather than expecting the customer to adapt to your business.”Agility provides advantages in multiple areas that businesses should consider.To what extent,for example,have they used data and analytics to create feedback loops that enable them to constantly iterate products,services and
166、their approach to key business problems?Have they overcome the problem of functional silos to support fast-paced and seamless collaboration across the organization?Are they set up to pursue partnerships and projects with third parties?Get it right,and the potential benefits are huge:72 percent of di
167、gital leaders are recording improvements in employee productivity from digital transformation,compared with only 48 percent of the other businesses 71 percent say they have enhanced customer engagement,compared with 49 percent 67 percent say they have better support for new business development,comp
168、ared with 48 percent 67 percent are enabling innovation,compared with 46 percent Reflecting on the task of evolving into an agile model and meeting customers where they are,Kumar says:“Moving towards an agile model challenges your conventional way of doing things.At times it is a little bit scary,be
169、cause you are rewiring how an enterprise naturally thinks.”The biggest stumbling block when trying to become more agile is the struggle to trust team members with more control in digital transformation journeys.“Agile teams are autonomous,so when we ask them to find a way to unlock and deliver more
170、value,we have to give them the freedom to do so,”says Kumar.“This involves loosening your grip on past recipes for success and remaining open to subscribing to new innovations and ways of working.Its not an easy thing to work through initially,but the more you do it,the better you become.”The abilit
171、y to think and act with agility,so resources are pivoted in line with rapidly changing priorities,is going to become a key requirement for technology leaders.For almost half of the digital leaders(47 percent),agility is already seen as an essential attribute.KPMG global tech report 202328Rather than
172、 a luxury,moving forward its going to be a requirement for organizations to be adaptable and agile to the landscape around themNandha KumarChief Information Tech and Data Officer for Americas,Danoneof the leaders say their technology function can help the enterprise to confidently explore the potent
173、ial of emerging technologies compared with 81 percent of businesses overall.96%2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.29KPMG global tech report 2023Conclusion 2023 Copyright owned by one or
174、 more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.KPMG global tech report 2023To learn from the success of the digital leaders referenced in this research,consider these factors:9 in 10 digital leaders say they still need to get b
175、etter at helping the board understand the potential of new technologies 9 in 10 say they are fully aware of the productivity impact and financial costs of their existing tech debts 9 in 10 believe they must be more proactive about integrating trust,security,privacy and resilience into technology rol
176、l-outs 9 in 10 think collaboration with the wider business would be stronger if their tech function was more diverse 6 in 10 say customer expectations of stronger data privacy and cybersecurity are a key influence on their strategic priorities Almost half say expectations of ESG transparency are dri
177、ving their transformation efforts Above all,focus on what the business needs now and in the future,and how technology can support that most effectively.This is how the IT function can continue to win the support of the C-suite for technology innovation:38 percent of businesses say that emerging tech
178、nology investment has executive buy-in,up from 10 percent in last years research.And consider the following questions:How will you ensure your business is keeping up with rapidly evolving technology trends and remains alert to areas where you could be falling behind?Which quantifiable measures of va
179、lue are you setting for your digital transformation projects,and how tightly are you aligning these to your organizations commercial goals?How are you using digital technology to enhance how your organization captures ESG value?Which policies should your organization have in place to help your workf
180、orce leverage AI safely and with confidence?How are you troubleshooting the collaboration weak spots in your organization,to make sure they dont undermine your digital productivity?What more should you do to prioritize cybersecurity as a lever for driving and protecting business value?Those who inte
181、ntionally address these questions will help ensure their company is equipped to confidently realize value at pace.If you would like more information on how you can accelerate your technology transformation,speak to a KPMG professional.Technology leaders are determined to keep their organizations dig
182、ital transformations on track.But they should do it intentionally,and collaborate with the broader business for greater impact.Even in a supportive market environment,investing in technology for the sake of it would be indulgent;in todays challenging times,innovation must be tied to clear business o
183、utcomes and carefully monitored for bottom-line returns.Agility is crucial.Not every experiment pays off,but nimble businesses are able to adjust at speed,responding to internal drivers as well as the changing environment around them to optimize outcomes.The most successful deployments can be expand
184、ed while less-rewarding experiments are placed to one side.90%say they still need to get better at helping the board understand the potential of new technologies 60%say customer expectations of stronger data privacy and cybersecurity are a key influence on their strategic priorities of digital leade
185、rsof digital leaders50%say expectations of ESG transparency are driving their transformation efforts of digital leaders30 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Transformation never stops.N
186、either do we.At KPMG we believe that business transformation is too good an opportunity to miss.Combining the right tech and the best processes with people whose insight is as broad as it is deep,are essential ingredients to successfully transform.KPMG member firms have worked at the heart of global
187、 businesses for many decades,helping our clients realize the full potential of their people and technology,working together to achieve real-world outcomes.Because when people and technology are in harmony great things can happen.Making a world of difference:KPMG people can make all the difference on
188、 your transformation journey.Together we can help you to orient your business around the customer,optimize functions for a new era,manage enterprise risk and regulation for a safer future,rise to a new level of value creation,and create an environment for managing ongoing change.KPMG global tech rep
189、ort 202331 2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.32KPMG global tech report information contained herein is of a general nature and is not intended to address the circumstances of any parti
190、cular individual or entity.Although we endeavor to provide accurate and timely information,there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future.No one should act on such information without appropriate profess
191、ional advice after a thorough examination of the particular situation.2023 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.KPMG refers to the global organization or to one or more of the member firms of
192、KPMG International Limited(“KPMG International”),each of which is a separate legal entity.KPMG International Limited is a private English company limited by guarantee and does not provide services to clients.For more detail about our structure please visit KPMG name and logo are trademarks used unde
193、r license by the independent member firms of the KPMG global organization.Throughout this document,“we”,“KPMG”,“us”and“our”refers to the global organization or to one or more of the member firms of KPMG International Limited(“KPMG International”),each of which is a separate legal entity.Barry Brunsm
194、an Global Leader,CIO Center of Excellence,KPMG International and Principal Advisory,CIO Advisory KPMG in the US E:T:+1 612-232-0072Bobby Soni Global Technology,Consulting Leader KPMG International E:T:+1 408 367 1585KPMG firms suite of business transformation technology solutionscan help you enginee
195、r a different future of new opportunitiesthat are designed to create and protect value.Some or all of the services described herein may not be permissible for KPMG auditclients and their affiliates or related entities.ContactsTransforming for a future of valueKPMG ConnectedEnterpriseKPMGs customer c
196、entric,agile approach to digital transformation,tailored by sector.KPMG TrustedHow to build and sustain the trust of your stakeholders.KPMG ElevateUnlock financial value quickly and confidently.KPMG PoweredEnterpriseKPMGs suite of services to transform functions.Target operating models designed and pre-configured on leading SaaS(Software as a Service)platforms.32