Maximizing AI Investments | Accenture
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The document emphasizes the critical need for executives to scale AI to achieve competitive agility and growth, highlighting that 75-84% believe failing to do so could threaten their business. It identifies three main types of companies in their AI journey: proof of concept, strategic scalers who implement structured AI governance, and those industrializing AI for growth, with strategic scalers showing significantly better financial performance. Key success factors for strategic scalers include intentional AI strategy, effective data management, and collaborative team dynamics, which collectively drive improved outcomes and business value.
Maximizing AI Investments | Accenture
- 1. Provocativethinking, transformativeinsights, tangibleoutcomes AI:BUILT TOSCALEFrom experimental toexponential Achievecompetitiveagility
- 2. SCALINGAI: KEYTOSURVIVAL ANDGROWTH Copyright © 2019 Accenture. All rights reserved. 2 75%84% 76% of executives agree that if they don’t scale AI in the next five years, they risk going out of business. of executives say they must scale AI to achieve their growth objectives. of executives acknowledge they know how to pilot, but struggle to scale AI across the business.
- 3. Evolutionary paths to growth THE JOURNEY TO SCALE ProofofConcept Factory In our experience, most companies (80-85%) are stuck on this path. • Analytics buried deep and not a CEO focus • Siloed operating model typically IT-led • Unable to extract value from their data • Struggle to scale as unrealistic expectations on time required • Significant under investment, yielding low returns. 01 Strategically Scaling Only 15-20% of companies have made this leap. • CEO focus with advanced analytics and data team solving big rock problems • Multi-disciplinary teams of 200+ specialists championed by Chief AI, Data or Analytics Officer • Able to tune out data noise and focus on essentials • Intelligent automation and predictive reporting • Catch up on digital / AI / data asset debt • Experimental mindset achieving scale and returns 02 Industrialized for Growth Very few (<5%) companies have progressed to this point on their AI journey. • Digital platform mindset and enterprise culture of AI democratizing real-time insights to drive business decisions • Clear enterprise vision, accountability, metrics, and governance breaking down silos • ‘What if’ analysis enabling improved acquisition, service and satisfaction • Responsible business practices enhancing brand perception and trust • Competitive differentiator and value creator driving higher P/E multiples 03
- 4. PAYINGDIVIDENDS We uncovered a positive correlation between successfully scaling AI and three key measures of financial valuation. +35% Enterprise value / revenue ratio +33% Price / earnings (P/E) ratio +28% Price / sales (P/S) ratio
- 5. THEGREATDIVIDE “Strategic Scalers” report a much higher success rate and return on AI investments compared to companies pursuing siloed proof of concepts. The difference in return on AI investments between companies in the Proof of Concept stage and Strategic Scalers equates to an average of US$110 million.
- 6. WHATSETSSTRATEGIC SCALERSAPART? Three critical success factors separate the Strategic Scalers from companies in the Proof of Concept stage. These companies: 01 Drive “intentional” AI. To successfully scale, companies need structure and governance in place. Strategic Scalers have both. 02 Tune out data noise. Strategic Scalers recognize the importance of business-critical data and are more adept at structuring and managing data. 03 Treat AI as a team sport. Strategic Scalers leverage multi-disciplinary teams throughout the organization—with clear sponsorship from the top ensuring alignment with the C-suite vision.
- 7. BENEFITSEXTEND ACROSSTHEBUSINESS Strategic Scalers are more likely to achieve a wide range of benefits.
- 8. STRATEGICSCALERS DRIVE“INTENTIONAL”AI They have a clear strategy and operating model for AI in place that is aligned and integrated with the overall C-suite objectives. In place for the majority of Artificial Intelligence scaling projects: Proof of Concept Strategic Scalers
- 9. STRATEGICSCALERS TUNEOUTDATANOISE They recognize the importance of managing data and have a solid data foundation in place. Proof of Concept Strategic Scalers
- 10. STRATEGICSCALERS TREATAIASATEAMSPORT They establish dedicated multi-disciplinary teams, provide formal training, experience and clear accountability. 1.5x Formal training: 2x Fully understand how AI applies to role: 1.7x Understand & implement responsible AI: 92% of Strategic Scalers leverage multi-disciplinary teams
- 11. Focus on the ‘I’ in ROI The C-suite views AI investment as the cost of doing business. They earmark budget for AI recognizing its criticality for future growth and spend without the need to prove ROI in advance to justify the investment. Adopt a digital platform mindset to scale The two main objectives of platforms are acceleration and extended value. Publishing data on a platform once for products to consume through APIs and microservices is more cost effective. It also drives scale by breaking down silos and democratizing data and insights enabling greater collaboration and innovation across the enterprise and broader ecosystem of partners. Build trust through Responsible AI Responsible AI entails creating a framework that ensures the ethical, transparent and accountable use of technologies in a manner consistent with user expectations, organizational values and societal laws and norms. Responsible AI can guard against the use of biased data or algorithms, ensure that automated decisions are justified and explainable, and help maintain user trust and individual privacy. REALIZINGTHEPOTENTIAL Industrializing for growth is a dynamic destination
- 12. It’s not just about SPEED It’s about moving deliberately, in the right direction. It’s not just about MORE DATA It’s about investing in your data, deliberately yet pragmatically, to drive the right insights. It’s not just about MONEY It’s about aligning your investments to the right places with the intention of driving large-scale change. It’s not just about a SINGLE LEADER It’s about building multi-disciplinary teams that bring the right capabilities. SCALINGTONEWHEIGHTS There are reams of information on the “what” of AI. But scaling new heights of competitiveness with AI requires understanding the “how.” And at times eschewing conventional wisdom that continues to emerge as AI evolves:
- 13. ABOUTTHE RESEARCH Our research involved 1,500 C-suite executives from companies with a minimum revenue of US$1 billion in 12 countries around the world across 16 industries, with the aim to uncover the success factors for scaling AI. Our research, and that of our partners in our ecosystem, employs ethical and responsible research methods. Respondents reveal their identities voluntarily, we anonymize all data from companies in our data set, and report results in aggregate. We commit to not using the data collected to personally identify the respondents and/or contact therespondents. Roles Chief AI Officer (93) Chief Data and/or Analytics Officer (113) Chief Digital Officer (136) Chief Financial Officer (231) Chief Information Officer (441) Chief Innovation Officer (114) Chief Operating Officer (215) Chief Strategy Officer (59) VP/SVP of AI/ Data/Analytics (98) 16industries Banking + Capital Markets (100) Chemicals (100) Communications (100) Consumer Goods & Services (100) Energy (Oil & Gas) (100) Healthcare (Payers) (100) High Tech (100) Industrial Equipment (100) Insurance (100) Life Sciences (Pharma & Biotech) (100) Metals and Mining (100) Retail (100) Software & Platforms (100) Travel & Transport (Hotels & Passenger) (100) Utilities (100) 12Countries Brazil (115) Canada (113) China (139) France (105) Germany (116) India (126) Italy (113) Japan (117) Singapore (101) Spain (106) United Kingdom (116) United States (233) Revenue (n=1,500)