1、HR champions generative AIEmbrace experimentation,empower peopleIBM Institute for Business Value|Expert Insights2David BowinSenior Director of HCM Cloud Strategy,HCM Global Partner Development,Oracle Cloud Applications D BrittSenior Partner,Talent Transformation Leader,IBM Consulting career in enter

2、prise business solutions started with Accenture,where as senior manager he focused on developing and implementing a full spectrum of solutions for high tech and consumer packaged goods customers.David then joined PeopleSoft as they transitioned from an HCM-only solution provider to the delivery of a

3、 full ERP suite.In his current role with the Oracle Cloud Applications Development team,David is focused on enabling customers and partners as they innovate and realize value in their adoption of Oracle Cloud Applications and technology.Robert EnrightAssociate Partner,AI-Powered HR Transformation,IB

4、M C on this topicAndi leads IBMs United Kingdom and Ireland(UKI)Talent Transformation Service Line,providing talent management,digital HR,generative AI,and organizational change management advisory services for clients.Andi specializes in HR transformation and business change and has worked with IBM

5、s largest global clients in public and private sectors on HR outsourcing,Cloud SaaS,ERP,and enterprise-wide change management engagements.He is a thought leader on generative AI,automation,and skills transformation.Dr.Surlina YinAI Technologist,HCM Domain O is a visionary HR strategist with two deca

6、des in HR and technology consulting,pioneering transformative HR practices for large-scale enterprises.With an unwavering commitment to innovation,he enhances technologys role in empowering individuals,shaping a future of work beneficial to both employees and employers,achieving genuine competitive

7、advantage through technology.Dr.Surlina Yin,a Senior Solution Architect in the Cloud Development HCM Center of Excellence,started her Oracle career in 2000.She holds two US patents,with two pending applications.Surlina specializes in helping customers harness the full potential of their data for str

8、ategic transformations.With a doctorate in business administration,she has extensive global experience,particularly in human resources.1Three-quarters of CEOs(75%)say competitive advantage depends on generative AI.1Key takeawaysGenerative AI presents an opportunity for HR to be the trailblazer for c

9、hange.In recent IBM IBV research,a staggering 95%of respondents believe generative AI will be a game-changer for their business.2 Three-quarters of CEOs(75%)expect that the enterprise with the most advanced generative AI will win,and they say competitive advantage depends upon it.3The lack of a cros

10、s-enterprise generative AI strategy can hurt enterprises financially.Organizations that manage how employees use generative AI more formally say their employee experience investments yield returns that are 46%higher than their peers.4 Yet 60%of organizations do not have a framework for assessing the

11、 impact of generative AI on their current workforce.5To drive a seamless“people”experience,HR needs to be more tech savvy.HR needs to drive functional requirements for tech with an entrepreneurial lens,all while following through on driving adoption.It should strive to influence tech investments and

12、 broader data strategies in ways that maximize effectiveness and unite teams across functions and the partner ecosystem.2Generative AI is already radically impacting the HR function,enabling automated data processing,freeing up employees for higher-value endeavors,and more.Advantages are proliferati

13、ngalong with disruption.But one significant opportunity has too often gone untapped:how HR can serve as the primary champion and driver of generative AI across the enterprise.While many departments huddle in silos,HRs influence touches every part of an organization and every person on the team.HR ca

14、n reshape the performance culture of the organization,encouraging todays workforce to embrace tomorrows skills.HR must play its part in creating the innovative,inquisitive,rapid experimentation culture in which generative AI can thriveas well as the employees who embrace it.AI-fueled change is occur

15、ring at an exponential rate.OpenAIs ChatGPT has been the fastest-growing consumer application in history,with 100 million monthly active users just two months after it launched.(Instagram took two and a half years to reach this milestone.)6 Enterprise obsession with generative AI has been similarly

16、intense,and how people work is undergoing a dramatic transformation.Research conducted by the IBM Institute for Business Value(IBM IBV)indicates that 40%of the global workforce will need to reskill due to implementing AI and automation over the next three years.7 This translates to 1.4 billion of th

17、e planets 3.4 billion working population,according to World Bank statistics.8 The tidal wave of reskilling,while challenging,can unleash enormous changes in how work gets done:87%of global executives surveyed by the IBM IBV expect job roles to be augmented by generative AI.9 More than 60%of executiv

18、es say generative AI will disrupt how their organization designs experiencesand personalization is at the core of this evolution.10 In this report,we address the top 10“calls to action”for how HR can help organizations reinvent the employee experience to keep up with a shifting environment.Part one

19、explores how HR can facilitate a generative AI-empowered cultureinfluencing the multitude of disparate systems and business processes that support organizational culture.In part two,well demonstrate how HR can serve as strategic advisor in developing a people-centric operating model that best positi

20、ons the enterprise for the future.In this report,we address the top 10“calls to action”for how HR can help organizations reinvent the employee experience to keep up with a shifting environment.3How HR can create a generative AI cultureGenerative AI presents a huge opportunity on multiple fronts acro

21、ss organizations.In recent IBM IBV research,a staggering 95%of respondents believe generative AI will be a game-changer for their business.11 Three-quarters of CEOs(75%)expect that the enterprise with the most advanced generative AI will win,and they say competitive advantage depends upon it.12 But

22、its not only an opportunity for the enterprise.Its an opportunity for HR as a corporate function to lead.Consider this sobering fact:60%of executives view HR as a purely administrative function.13 At the same time,60%of organizations do not have a framework for assessing the impact of generative AI

23、on their current workforce.14 This strategy vacuum can disadvantage enterprises financially:organizations that manage how employees use generative AI more formally say their employee experience investments yield returns that are 46%higher than their peers.15So how can HR transcend its administrative

24、 reputation and fill the strategic gap?Here are 10 key elementsand supporting high-level technical tipsto help create a generative-AI-empowered culture spanning communication,recruiting,ecosystems,and management practices.Ultimately,these activities are all important;they are not listed in sequentia

25、l order for action.Part one4 Set the organizational tone for AI.Employees are already reading about generative AIthe good,the bad,and the hallucinations.Many are already experimenting with the technology on their personal time.HRs first step is to openly communicate the promise of generative AI acro

26、ss the enterprise.Apprehension and enthusiasm are often two sides of the same coin.Share the companys AI strategiesincluding necessary guardrailseven as theyre developing.And be sure its a two-way conversation.Engage employees with transparencyunhandled and mishandled questions can run rampant and w

27、reak havoc on morale.How will this impact my job?Will I still have a job?The stress cant be underestimated.In fact,IBM IBV research shows more than half(54%)of employees are concerned new technology will make their jobs obsolete.16 HR can facilitate programs that probe deeper for details and support

28、 redesigning work and job roles.What are specific employee concerns about generative AI?What is stoking skepticism?Inclusive dialogue is imperativevia online chats,focus groups,in-person town halls,research surveys,and moreso the enterprise understands employee concerns and can address them.Addition

29、ally,open up development opportunities and fire up your organizations feedback loops to get the conversations started and out in the open.Collaborate on AI strategies and foster a culture of responsible AI.Trust is paramount.Align with frontline employees to explore and co-create guiding principles

30、around ethics,trust,and transparency.Model the use of generative AI,keeping“humans in the loop.”Leverage generative AI for insights and recommen-dations,with ultimate decision-making resting in the hands of people.Make sure the large language models(LLMs)are continuously tested and re-evaluated.Comm

31、unicate guidelines,with built-in guardrails,to steer employees in the right direction.Critically,this includes partnering with departments across the organization to heighten awareness of cybersecurity measures.Welcome the Augmented Workforce,where human workers are supported by digital assistantsin

32、creasingly powered by generative AI.As employees grow more comfortable with generative AI,they may well evolve toward accepting AI-fueled digital assistants.As well,it is critical for employees to have a purposeful connection to how their work directly aligns with the organizational vision.In recent

33、 IBM IBV research,almost half(45%)of employees said that the impact of their work was the attribute most important to them.17 With a clearer view of generative AIs potential,employees could embrace it as their ticket to higher-value work and more meaningful careers.To that end,HR should promote use

34、cases in which generative AI adoption leads to more satisfying,effective outcomes for employees.As HR redesigns work with human and AI augmentation in mind,it needs to create human-centric work-life experiences with interactions that are natural and intuitive to organizational work style and process

35、es.Tech tip:Prompt conversations and interactions via ongoing digital check-ins with support from AI-generated discussion topics.Give employees an active role in getting the support they need by providing them with one place to share feedback,take suggested actions,and schedule manager check-ins.Tec

36、h tip:Help employees quickly find and connect with experiences,use cases,and best practices for AI and digital assistants.Tech tip:Mitigate risks and strengthen compliance by easily detecting security access anomalies,using comprehensive controls leveraging AI and machine learning.1235 Facilitate th

37、e co-creation of new jobs and new ways of working.HR needs to take the lead role in redesigning the future of jobswhat that future will look like,and what levers will make those new moves a reality.This begins with a review of work breakdown structures,both now and within the augmented-worker future

38、.Process and task lists,value stream mapping,and job architectures and skills taxonomies are methods and tools HR can use to support management in this organizational design journey.Employees need to visualize how their career paths can evolve in this new reality.This exercise can empower them in th

39、eir career choices.And,equally,the organization can help them move through those journeys in a seamless manner.Managers are the“make-or-break”change agents for increasing engagement and boosting productivity when it comes to job redesign.Managers need to create a safe space for employees,allowing th

40、e freedom to experiment and co-create rewarding career pathways personalized by generative AI.They also need to work with employees to determine where generative AI can help,hinder,or make no difference at all.But such discussions may become too sweeping to be actionable.HR can facilitate ideation s

41、essions,provide managers with training and guidance,and help ensure that job roles are regularly updatedor changed altogether.Management can engage in creative dialogue around the potential of augmenting tasks,including questions such as,“What part of your job fails to inspire you?”and “What would y

42、ou do with five extra hours a week?”In short,its how generative AI and digital assistants can assist in jobs,not replace them.Upskill and reskill across the skills spectrumnot just the technology realm.Encourage all employees to regularly update their digital skills and knowledge to stay relevant.At

43、 the same time,it is essential to provide ongoing training in non-STEM capabilities.In the evolving human-tech partnership,qualities such as people skills,adaptability,and collaboration become increasingly important(see Perspective,“Fluid work roles,fluid job requirements”).When it comes to investme

44、nts in upskilling and reskilling,organizations should reward employees who are fully prepared to refresh their skillsets and embrace new ways of working.Reskilling should be positioned as a tailored growth opportunity for individuals with the capability and interest to tackle emerging tasks in unkno

45、wn territory.Tech tip:Use AI tools to inform and create a dynamic job architecture that evolves with a changing organization and external market conditions.Help managers confidently take the right steps to build trust with their team.Tech tip:Use generative AI to create and personalize learning cont

46、ent to close skill gaps and support career progression goals.Enable blended learning and promote knowledge sharing while creating learning communities to keep skills current.Let the technology help employees visualize career growth possibilities by discovering how skills align with different career

47、options and roles.456PerspectiveFluid work roles,fluid job requirements18At first glance,recent research from the IBM IBV is surprising:STEM skills have plummeted in importance,dropping from the top spot in 2016 to 12th place in 2023.19 But a certain amount of baseline technical acuity may now be se

48、en as a given.And when exploring new terrain such as generative AI,capabilities including people skills,time management and prioritization,collaboration,and communications are critical.As job responsibilities shift,and shift again,organizations are looking beyond concrete skills and more to flexibil

49、ity,adaptability,and strong collaborative skills.Clearly,the lens through which candidates are assessed is growing more nuanced.HR must be front and center of this trend.A new skills paradigmSTEM skills drop in importance as people skills rise to the topQ.What do you believe are the most critical sk

50、ills required of the workforce today?Sources:2016 IBM Institute for Business Value Global Skills Survey;2018 IBM Institute for Business Value Global Country Survey;2023 IBM Institute for Business Value Talent and Skills Global SurveyMost critical skills required of the workforce 201620182023 42%Time

51、 management skills and ability to prioritize 40%Ability to work effectively in team environments38%Ability to communicate effectively 38%Willingness to be flexible,agile,adaptable to change35%Analytics skills with business acumen33%Ethics and integrity33%Industry/occupation specific skills32%Profici

52、ency in reading,writing,and mathematics32%Foreign language31%Capacity for innovation and creativity31%Basic computer and software application skills 28%Proficiency in STEM7 Reward experimentation and innovation.Implementing generative AI technology can be challenging.With the right guardrails in pla

53、ce,HR can encourage experimentation through motivational“competitions,”contests,certification programs,and other recognition.Importantly,reinforce psychological safety by making it clear that there are no penalties for failed experiments.IBM IBV research shows organizations that dont penalize AI fai

54、lure achieve a 22%higher rate of revenue growth compared to peers,and that enterprises with an environment of open,fearless innovation show 10%higher revenue growth.20 Make rapid experimentation and agile discovery the default way of working.Recruit digitally minded talentsome with untraditional bac

55、kgrounds.HR must do more than identify generative AI geniuses.By focusing on skills versus degrees for both internal and external candidates,HR can bring in creative,inquisitive,teachable employees from wide-ranging backgrounds.Exercising a holistic talent management approach to hiring and employee

56、mobility is not always straightforward.With in-demand skills outpacing the market,organizations need to be creative about defining skill requirements and job roles,fostering a dynamic way of working and promoting growth opportunities.Become a uniter across workforce ecosystems.Make HR the primary sk

57、ills curator to help business leaders access in-demand skills rapidly as needs evolve.HRs influence can extend to the entire organization,which naturally positions HR as a conduit to trusted,safe,effective use of generative AI.Tech tip:Personalize recognition programs to different segments of the or

58、ganization,such as country or department.Tie recognition efforts to business impact using real-time,connected insights.Tech tip:Use AI-driven tools to surface candidate skills and employee profiles for adopting a skills-based hiring strategy.Establish an opportunity marketplace to support internal c

59、areer mobility opportunities.Tech tip:Unite workforce platforms,bringing together talent-related applications to inform and execute an integrated talent acquisition strategy.Improve skills gap closure by defining critical skill requirements to be filled by ecosystem partners.6788 Encourage managers

60、to serve as ambassadors for change.Managers have particular leverage in shaping an evolving enterprise (see Perspective,“The new middle manager,”on page 9).21 But to be effective change agents,leadership must navigate and overcome challenges and willingly step outside comfort zones,all while encoura

61、ging their teams to do the same.HR can reward and encourage managers to share their personal storiesand be transparent about their own vision around AI.When management shares stumbles as well as successes with their teams,employees understand they are permitted to make mistakes.Employees at all leve

62、ls can mutually learn and contribute to fostering an inquisitive,adventurous culture.Train management on how to conduct the New Performance Review.As the generative AI journey progresses,HR should coach managers on how to assess generative AI skills in their employees.But its not a simple“yes-or-no”

63、checkbox.Are employees using AI responsiblyand creatively?What are examples of experimenting with new applications?How are they evangelizing and providing support to colleagues less advanced on the adoption scale?Can they provide examples of collaborative scenarioseven if they“fail forward?”Another

64、challenge:how do you evaluate performance in jobs that are constantly changingdue to generative AI?HR can work with managers to be more flexible,responsive,and sensitive to learning curves as they evaluate performance.Tech tip:Capture formal and informal feedback from multiple sources to create rich

65、,well-rounded,evolving portraits of employees.Provide specific feedback for growth,and enable ongoing conversations between employees,managers,and coworkers to drive performance and talent development.Tech tip:Empower employees and managers alike to access and share important highlights,such as cont

66、ributions or milestones,to strengthen relationships and boost positive behavior change.9109PerspectiveMore than ever,managers now need to coach their teams and help them make sense of the rapidly evolving technology landscape.The new middle managerIn 2023,IBM IBV research found that 65%of organizati

67、ons are investing to improve people manager skills and 72%plan to increase their investment by 2025.22 Yet only 41%of organizations have defined new roles for middle managers to serve as coaches for cross-functional teams.23 More than ever,managers are required to coach their teams and help them mak

68、e sense of the rapidly evolving technology landscape.They must also be transparent about what is known and what remains unclear.In light of generative AIs profound impact on the workforce,HR would do well to increase focus,education,and resources on management coaching and collaboration.Tactically,H

69、R will need to create new or repurpose existing investments to fund these initiatives.10Generative AI can fuel the evolution of both careers and HR itself,as noted by one Oracle client.“Using generative AI in HCM applications will be a game-changer for organizations,”said Gareth Abreu,domain princip

70、alHCM Business Platforms,Co-op.“Were excited about whats becoming possible in this space.Streamlining and making actions more efficient,intelligently guiding individuals to better outcomes,and elevating worker experiences are just a few of the benefits we expect to gain from the use of generative AI

71、 within Oracle Cloud HCM.This technology has the power to completely reinvent how were thinking about work and the work of HR specifically.”2411How HR can influence the development and application of generative AIExecuting on the recommendations above involves HR playing a leadership role in selecti

72、ng and implementing both human capital management(HCM)solutions and broader ecosystem technology.HR is ideally positioned to inform the enterprise on the role of generative AI to support the workforce;it has clear insight into how to optimize opportunities and mitigate disappointments.To drive a sea

73、mless experience,HR needs to be more tech savvy,driving functional requirements for HR tech with an entrepreneurial lens,all while following through on driving adoption.It should strive to influence tech investments and broader data strategies in ways that maximize effectiveness and unite teams acro

74、ss functions and the partner ecosystem.The array of technologies integrated across the enterprise can be intimidating,particularly for those who are not well-versed in technology.In the HR area alone,they span:An HCM platform Collaboration and productivity tools Workflow and ticketing solutions Lear

75、ning platforms Recruiting solutions Talent marketplace systems Business intelligence tools,and more.Its complicated.But HRs input can be critical in helping organizations pursue generative AI within enterprise applications in a more cohesive way.This requires openness and true partnership across gro

76、ups.Often,enterprise technology and HCM may fall short of expectations,while HR departments often cling to a“Frankenstein”model of favorite legacy systems.Part two12Generative AI itself can help span the disconnects between such siloed processes.For starters,generative AI can help interpret and synt

77、hesize data and operations of various systems.The technology can contribute to code that helps disparate systems communicate with each other,helping to create integrated processes across multiple applications.And each organizations adoption of generative AI models can be refined with the companys ow

78、n proprietary data(see figure).Generative AI-based digital assistants can help employees navigate unfamiliar processes,providing prompt support and closing knowledge gaps within organiza-tions.These assistants also have the potential to proactively anticipate and personally respond to employee needs

79、 throughout the employment lifecycle.For example,chat solutions have progressed beyond single-turn interactions and are now adept at providing clarification,summarization,and suggesting next-best actions in an exponentially personalized manner.And generative AI can even identify requirements for how

80、 legacy systems are evaluated.After all,as generative AI becomes increasingly prevalent,legacy systems that fail to interact with it risk becoming obsolete.OngoingAI models continually refined with companys own proprietary dataResults indigital assistance,process automation/orchestration,and integra

81、ted data sets between systemsWorkflows,systems,and data incorporate more seamlessly.Systems interact with people to improve productivity and experience./Generative AI itself can help span the disconnects between siloed processes.Generative AIA powerful intersection between people,technology and data

82、.13HR can create a generative AI-friendly culture,empowering managers to motivate their employees to embrace this new technology and use generative AI itself to power the very tools that promote it.In the process,HR leaders can instill confidence by also emphasizing the value of human traitsin effec

83、t,those ineffable qualities not at risk of succumbing to AI.Organizations need to remain authentic and transparent,and spread hopenot fear.As Rachana Shanbhogue,business affairs editor at The Economist,wrote about the adoption of generative AI:“Most important of all,your workers need to be on board.

84、So,pay attention to their fearsand convince them of the joys of experimentation.”25 Its an exhortation both simple and dauntingand HR must rise to the challenge.HR can create a generative AI-friendly culture,empowering managers to motivate their employees to embrace this new technology and use gener

85、ative AI itself to power the very tools that promote it.PerspectiveUnifying HR data across disparate systems The first hurdle to implementing AI in HR is the fragmentation of data across various systems and platforms.Its essential that an organizations data strategy and technology help to unify tale

86、nt data sources and make them accessible and usable for AI applications.A key part of enabling the effort is a hybrid cloud-based infrastructure that can support AI deployment across multiple systems.This can support an integrated AI approach that enhances HR processes,providing personalized experie

87、nces and digital assistants.These assets can support employees in finding talent,building new connections,gaining new skills,and sharing their expertise.14Related reportsAugmented work for an automated,AI-driven worldAugmented work for an automated,AI-driven world:Boost performance with human-machin

88、e partner-ships.IBM Institute for Business Value.August 2023.https:/ibm.co/augmented-workforceThe CEOs Guide to Generative AIThe CEOs Guide to Generative AI:What you need to know and do to win with transformative technology.IBM Institute for Business Value.2024.https:/ibm.co/gen-ai-book5 trends for

89、20245 trends for 2024:Deep tech requires deep trust.IBM Institute for Business Value.December 2023.https:/ibm.co/business-trends-2024About IBM and OracleFor nearly four decades,IBM has been partnering with Oracle to help clients navigate their cloud journeys and maximize their business transformatio

90、ns in a complex hybrid and multi-cloud world.IBM is a leading hybrid cloud,AI,and consulting services provider helping clients in more than 175 countries capitalize on insights from their data,streamline business processes,and gain the competitive edge in their industries.Oracle offers integrated su

91、ites of applications plus secure,autonomous infrastructure in the Oracle Cloud.IBMs breakthrough innovations in AI,quantum computing,and business services deliver open and flexible options to our clients.The right partner for a changing worldAt IBM,we collaborate with our clients,bringing together b

92、usiness insight,advanced research,and technology to give them a distinct advantage in todays rapidly changing environment.IBM Institute for Business ValueFor two decades,the IBM Institute for Business Value has served as the thought leadership think tank for IBM.What inspires us is producing researc

93、h-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 of executives,consumers,and experts each year,synthesizing their perspective

94、s into credible,inspiring,and actionable insights.To stay connected and informed,sign up to receive IBVs email newsletter at can also find us on LinkedIn at https:/ibm.co/ibv-linkedin.About Expert InsightsExpert Insights represent the opinions of thought leaders on newsworthy business and related te

95、chnology topics.They are based on conversations with leading subject-matter experts from around the globe.For more information,contact the IBM Institute for Business Value at .15Notes and sources1 CEO decision-making in the age of AI:Act with intention.Global C-suite Series:The CEO Study.IBM Institu

96、te for Business Value.June 2023.https:/ibm.co/c-suite-study-ceo2 Internal IBM IBV research.Unpublished.3 CEO decision-making in the age of AI:Act with intention.Global C-suite Series:The CEO Study.IBM Institute for Business Value.June 2023.https:/ibm.co/c-suite-study-ceo4 Adashek,Jonathan,John Grang

97、er,Salima Lin,Rob Thomas,Joanne Wright,and Kareem Yusuf.The CEOs Guide to Generative AI:What you need to know and do to win with transformative technology.IBM Institute for Business Value.2024.https:/ibm.co/gen-ai-book5 Ibid.6 Hu,Krystal.“ChatGPT sets record for fastest-growing user base-analyst not

98、e.”Reuters.February 2,2023.https:/ Goldstein,Jill,Bill Lobig,Cathy Fillare,and Christopher Nowak.Augmented work for an automated,AI-driven world:Boost performance with human-machine partnerships.IBM Institute for Business Value.August 2023.https:/ibm.co/augmented-workforce8“Labor force,total.”The Wo

99、rld Bank.2022.https:/data.worldbank.org/indicator/SL.TLF.TOTL.IN9 Goldstein,Jill,Bill Lobig,Cathy Fillare,and Christopher Nowak.Augmented work for an automated,AI-driven world:Boost performance with human-machine partnerships.IBM Institute for Business Value.August 2023.https:/ibm.co/augmented-workf

100、orce 10 Adashek,Jonathan,John Granger,Salima Lin,Rob Thomas,Joanne Wright,and Kareem Yusuf.The CEOs Guide to Generative AI:What you need to know and do to win with transformative technology.IBM Institute for Business Value.2024.https:/ibm.co/gen-ai-book11 Internal IBM IBV research.Unpublished.12 CEO

101、 decision-making in the age of AI:Act with intention.Global C-suite Series:The CEO Study.IBM Institute for Business Value.June 2023.https:/ibm.co/c-suite-study-ceo 13 Adashek,Jonathan,John Granger,Salima Lin,Rob Thomas,Joanne Wright,and Kareem Yusuf.The CEOs Guide to Generative AI:What you need to k

102、now and do to win with transformative technology.IBM Institute for Business Value.2024.https:/ibm.co/gen-ai-book 14 Ibid.15 Ibid.16 IBM Institute for Business Value global employee survey.21,056 global employees.December 2022/January 2023.Cited in Adashek,Jonathan,John Granger,Salima Lin,Rob Thomas,

103、Joanne Wright,and Kareem Yusuf.The CEOs Guide to Generative AI:What you need to know and do to win with transformative technology.IBM Institute for Business Value.2024.https:/ibm.co/gen-ai-book 17 Goldstein,Jill,Bill Lobig,Cathy Fillare,and Christopher Nowak.Augmented work for an automated,AI-driven

104、 world:Boost performance with human-machine partnerships.IBM Institute for Business Value.August 2023.https:/ibm.co/augmented-workforce 18 Goldstein,Jill,Bill Lobig,Cathy Fillare,and Christopher Nowak.Augmented work for an automated,AI-driven world:Boost performance with human-machine partnerships.I

105、BM Institute for Business Value.August 2023.https:/ibm.co/augmented-workforce 19 Based on analysis of three IBM IBV talent-focused surveys in 2016,2018,and 2023,controlled for consistency of respondents by C-suite role,including Heads of Innovation.In each year,minimal to no variance by respondent r

106、ole was present in assessment of the most important critical skills.However,as time goes on,the beliefs of these leaders have shifted,as evidenced in figure.20 Payraudeau,Jean-Stphane,Anthony Marshall,and Jacob Dencik.Extending Digital Acceleration:Unleashing the business value of technology investm

107、ents.IBM Institute for Business Value.October 2021.https:/ibm.co/extending-digital-acceleration 1621 Goldstein,Jill,Bill Lobig,Cathy Fillare,and Christopher Nowak.Augmented work for an automated,AI-driven world:Boost performance with human-machine partnerships.IBM Institute for Business Value.August

108、 2023.https:/ibm.co/augmented-workforce 22 CEO decision-making in the age of AI:Act with intention.Global C-suite Series:The CEO Study.IBM Institute for Business Value.June 2023.https:/ibm.co/c-suite-study-ceo 23 Goldstein,Jill,Bill Lobig,Cathy Fillare,and Christopher Nowak.Augmented work for an aut

109、omated,AI-driven world:Boost performance with human-machine partnerships.IBM Institute for Business Value.August 2023.https:/ibm.co/augmented-workforce 24“Oracle Introduces Generative AI Capabilities to Help HR Boost Productivity.”Oracle Press Release.June 28,2023.https:/ Shanbhogue,Rachana.“Generat

110、ive AI holds much promise for businesses.”The Economist.November 13,2023.https:/ 17 Copyright IBM Corporation 2024IBM Corporation New Orchard Road Armonk,NY 10504Produced in the United States of America|March 2024IBM,the IBM logo, and Watson are trademarks of International Business Machines Corp.,re

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