2024年生成式AI时代革新工作以提升商业价值报告（英文版）

Revolutionizing work to boost business value How IBM can help IBM partners with clients to address their uniquetalent goals and challenges, dig deep to understandtheir workforce realities, and create strategies thatunlock new levels of performance inside theirbusiness. Together, we help deliver business valueand reimagine Human Resources with AI at the core.For more information, please visitibm.com/consulting/talent-management Keytakeaways Only half of organizationsare clearly articulatingtheir future of work visionto their people. 100% of organizations are feelingthe impact of AI and automation. The question is no longer if, but how, to adapt.Organizations that thrive will be those that recognizethe value of human potential and invest in skillingnow and in the future. Yet currently, only two-thirdsof organizations are following this path. Despite the business case for AI,employees are struggling to makesense of their roles in this new era. Only half of organizations are clearly articulatingtheir future of work vision to their people. The lackof open communication about AI’s impact leavesemployees challenged to make sense of how theirjob roles will evolve. No risk, no progress. Product and service innovation ranks as the highestbusiness priority for organizations over the next threeyears.1But without clear guardrails and a safe spacesanctioned by their leaders, employees are unclearon just how much risk-taking and innovation theirorganization finds acceptable. Introduction The power of generative AI is only as strong as people’s willingness touse it. Too often, organizations are solely focused on how generative AIcan simplify and automate today’s processes—many of them routine andmundane. While such measures may increase productivity, executivesare overlooking a rare opportunity to revolutionize employee potentialand pioneer a new future for their organization. It’s a future of work that encompasses the evolving landscape of work, shaped bychanging workforce expectations, new workplace practices, and advancements intechnology, especially AI and automation. That’s why organizations need to first envision the technology not as a standalone,but within the context of their workforce. How can generative AI help organizationsreimagine job roles that will drive improved outcomes and enhanced business value?For starters, it can be used to help reveal untapped potential and reinvent workflows.And leveraged strategically—using the technology to integrate systems, data, andpeople across business functions— generative AI can help bolster a future of workstrategy, and even forecast employee potential. Organizations need to first envisiongen AI not as a standalone, but withinthe context of their workforce. In partnership with Oracle, the IBM Institute for Business Value (IBM IBV) interviewed1,000 C-suite executives across 20 countries and 20 industries to learn more (see“Research and study methodology” on page 20). We asked executives to share insightsabout their plans, actions, and aspirations for realizing their future of work strategy.How are they integrating technology, adapting workforce practices, and enhancingemployee experiences to drive innovation? Change is not easy. Our latest CEO research showsthat a resistance to change among employees is oneof the top three barriers to innovation. A culture thatespouses “failing forward” goes a long way towarddissolving that resistance. A culture that encouragesrisk-taking—in effect, destigmatizing it—becomesmore than a place of employment; it becomes anenvironment of experimentation, learning, andfulfilled potential. One visionary group of executives is focused onboosting engagement, skills development, andbottom-line business results. These visionariesare betting big on their future, with actions andinvestments that can make a difference to theirbottom line. Visionaries project strong financial outcomes,with 27% expecting their future of work strategyto generate additional ROI today. 43% anticipateadditional ROI by 2026. And to date, in theseearly phases of generative AI adoption, theyare reporting 35% more overall profitability relativeto their competition. A culture that creates rewarding collaborationsbetween its people and generative AI is the futureof work. Part I.An invitation to reimaginethe future of work In the context of the future of work, employee potential encompassesnot just their current skills and performance, but also their aptitudefor acquiring new skills, taking on more complex responsibilities, andcontributing to an organization’s long-term success. This requires exploration and the courage to reinvent—not just repurpose—current waysof working and processes. What will the skills of tomorrow look like? How does anorganization define them, quantify them, and prepare for them? The very idea of potential is exciting, both to employees and management. Yet when AIand automation—with all their uncertainties—are prime catalysts, “untapp