智能科技企业：通过人工智能驱动的转型创造价值的蓝图

A blueprint forcreating value throughAI-driven transformation KPMG. Make the Difference. KPMG International kpmg.com/intelligenttechnology Foreword This paper presents our view on the current state of AIfor technology companies, the major barriers to changeand key sector trends shaping the future. We outlinea future-state blueprint of an intelligent technologycompany, the three key stages of transformation requiredto get there, and the potential value to be gained. Our findings offer a clear path forward for unlockingAI-driven value and fostering enterprise-widetransformation. We conclude with five practical actionsthat tech executives can take now to enhance theirchances of success and four ways KPMG can support thistransformation. We look forward to hearing your views. We write this report at a pivotal moment for thetechnology sector. Two years into the generativeAI era, many companies face pressure todemonstrate returns on their AI investments anddrive employee adoption of AI tools. At the sametime, AI models are rapidly advancing, at a ratesurpassing Moore’s law, and are now poised foranother significant capability leap as we enter theagentic era at full throttle. Our findings are based on multiple quantitative andqualitative studies. We surveyed 1,390 leaders acrosskey global markets, gathered insights from leading AIspecialists, e.g. Erik Brynjolfsson at Stanford, and tappedinto our own experiences from helping KPMG clients onmore than 500 AI engagements. Technology companies continue to be at the center ofthe AI journey, both as the builders of technology thatenables other companies to evolve and as users ofAI themselves. In parallel, we leveraged our extensive quantitative workover the last 18 months to estimate the value of adoptingGen AI1for 17 million companies across sectors. Amongthese, we quantified the value at stake for close to831 public companies in the technology sector, wherethis value resides by function, and the top 10 areas ofopportunity in a technology enterprise. The success or failure of technology executives in leadingAI-enabled transformation will likely set the clock-speedof change for many industries, and may well shape thefuture of the world, in the transition from a digital to anintelligent economy. Pär Edin Global AI SalesAcceleration LeaderKPMG International Chad SeilerPartner, Advisory TMT Sector leadfor ConsultingKPMG in the US Contents Foreword Introduction Our research reveals a sector in rapid transition, markedby significant untapped opportunity, an acceleratedpace of innovation and fluid competitive dynamics. Evenwithin the industry, many companies still lack a clearAI strategy, adoption program, tech infrastructure andtrust framework. We hope our blueprint for an intelligententerprise can be of help in navigating your journey tovalue with AI. Of all sectors, tech companies face thebiggestopportunities and threats from AI. Many playa pivotal dual role, as users of AI and providersof AI to all other sectors. They now hold thepole position in the race towards an intelligententerprise and set the pace for others to follow, butrisk obsolescence at every turn. opportunities for automation, multiple “battles” forleadership at every level of the tech stack, and along thevalue-chain, uncertainty on future power needs and risinggeopolitical tension. Tech executives need to solve at least three AI challengesin parallel. First, they must master the use of availableAI tools to boost productivity in their own organization.Next, they need to embed AI into their products andservices faster and better than their competitors. Finally,executives must prepare to adapt their business modelto a world where all their customers and suppliers haveadopted AI, while considering the role that agents willplay in the near future. Tech executives are no strangers to disruption, but AI isstretching their ability to navigate a fast-moving marketwhile facing disruption and uncertainty. Some areleading the charge, building the AI that enables others totransform. Others are focusing on integrating AI into theircurrent products and services. Fewer still have deployedAI fully in their own operations. AI is triggering the biggest transformationwave the economy has ever seen. Youwant to be on the right side of that. To help our clients navigate this once-in-a-generationjourney, KPMG conducted multiple studies over12 months, collecting quantitative and qualitative inputfrom specialists in industry and academia. We analyzed500 KPMG AI client engagements, surveyed 1,390 globaldecision-makers and quantified the potential value ofadopting generative AI for 17 million companies, analyzingthree billion data points in total. AI also threatens their current business models, assoftware development costs plummet, AI-native startupsemerge and agents make it possible to deliver “service-as-software” (new SaaS). Erik BrynjolfssonProfessor and Senior Fellow at the Stanford Institute for Human