2025新技术与新工作范式下企业技术投资评估体系革新报告

Ina radically changingtechandwork environment,organizationsneeda new calculusto select,plan,assess,and achievevaluefrom theirworkandworkforcetechinvestments ARTICLE · 15-MIN READ - 24 MARCH 2025Deciding whether to invest in technology and which technologies to choose used to be a relatively straightforward process fororganizations, No longer. Until recently, business technology's role was mainly to automate or facilitate work, The math behind investment decisionswas simple: Paying SX to purchase and implement a new tech platform would increase efficiency by Y%, yielding ameasurable, predictable return. Today, however, many new technologies promise to augment human capabilities—offeringpotential that may outweigh the predjctability delivered by previous generations of tech. READ MORE FROM THE REPORT 2025GlobalHumanCapitalTrends This evolution has led to a major shift ifor technology investments, Our 2025 DeloitteGlobal Human Capital Trends survey (see *Methodology") found that the top [wo business case drivers for investing in newtechnologies were enabling a workforce to do more, fastest. Respondents said the most important driversare enabling workers and machines tocate value together, enabling the workforce to create new types of valuc, andimproving worker well-being These responses present a new reality that complicates the ROI equation, The value case for the new technology investmentsmust capture not just process efficiencies or a simple set of inputs and outputs, but also the tech's impact on less easilymeasurable results traditionally associated with human capabilities, such as innovation, ways of working, and humanperformance and outcomes. The value case also needs to account for additional investments or changes necessary to realizethe technology's promise. In the face of a changing tech and work landscape with a myriad of new work and workforce technologies emerging daily,leaders likely need a new calculus to identify the metrics, approaches, and governance needed to create a value case that willrealize human and business outcomes. In short, they need a new value case for tech. Newtech+newwork=newvaluecase Leaders are in a new normal. Instead of a few core technologies to choose from, they are faced with hundreds. Instead of ahandful of use cases, they are presented with dozens—often in the same platform, with overlapping use cases across the board, Instead of single functional stakeholders and owners of technology, tech is now owned across multiple functions andstakeholders, And perhaps most importantly, many emerging technologies now enable organizations to create altogether newways of working, instead of just enabling existing processes to be done faster or cheaper (figure 1). Figure1 Workandworkforcetechvaluecases This change is happening everywhere, across all types of technologies. For our purposes, we are focused specifically on xriirkand workforce technologies. Work tech incluces technologies serving as productivity, augmentation, and collaboration tools, These are technologies weuse to do our work (c-g-, spreadsheets, email, social collaboration tools, medical diagnostic tools, navigation tools, etc.) andnew artificial intelligence technologies in which people and smart machines work together. Workforce tech includes a dizzying array of systems that help organizations manage, grow, and develop their workforces(figure 2). Figure 2 Theemergingworkforcetechnologyecosystem Source:Deloitte aralysis. Leaders today must organize and orchestrate new technologies in a world where traditional boundaries between them arefalling away, Sixty-two percent of respondents to our survey say this is critically important to their organizational success, yetonly 28% are doing something meaningful about it (figure 3). Figure 3 Organizations say it's important to organize andorchestrate technology in a worldwheretraditionalboundariesaredisappearing,butfewaremakinggreatprogress Percentage of respondents answerbng tbe guestions:"How inportant is orgarizbrg and orcbestrating technology in a worldwbere traditional bosdaries are disappearing?"ard "Wbere is your organizatior on its jouney to address this isse?" Source: Analysis of Deloittes 2025 Glcbal Human Capital Trands sJrvey data InsightsDeloitte,deloitie.con/insigits So what's holding them back? HR and IT leaders rarely have been pressed to consider so many shiny new o bjects, They have the tantalizing sense thatcertain technological advancements, particularly various manifestations of Al, could unlock enormous value—if they couldjust figure out which ones, gain enough clarity about the value to articulate it in a compelling business case, and implement iteffectively Yet organizations may be jaded after watching previous investments in tech stacks fall short of expectations and fail to realizeexpected ROI, In fact, one Deloitte study found that only S0% to 75% of organizations believe they are getting value out ofthe major tech invest