解决AI ROI难题：首席人工智能官如何突破复杂性，创造新的价值路径

How Chief AI Officers cut throughcomplexity to create new paths to value How IBM can help IBM has been providing expertise to help organizations winin the marketplace for more than a century. Clients can realizethe potential of AI using IBM’s deep industry, functional, andtechnical expertise; enterprise-grade technology solutions;and science-based research innovations. For more information about AI services from IBM Consulting,visit ibm.com/services/artificial-intelligence For more information about AI solutions from IBM Software,visit ibm.com/watson For more information about AI innovations from IBM Research,visit research ibm.com/artificial-intelligence3 Contents Foreword2 Overview3 Section 1: When does an organization need a CAIO?8 Section 2: What do CAIOs need to succeed?10 Section 3: How can CAIOs deliver higher AI ROI?16 Action guide18 Chief AI Officers:Turning vision into velocity Artificial Intelligence isn’t just a prompt bar for users; it’s a force multiplier fornations. It’s reshaping how countries compete, how companies run, and howcitizens live. It holds the promise of unlimited progress, but only if it’s steeredwith precision. Around the world, organizations have poured billions into AI. Yet many still findthemselves in pilot phase. The technology is there. The talent is there. What’smissing is the translation from proof-of-concept to full-scale deployment. That’s where the Chief AI Officer (CAIO) comes in. More than a technologist, the CAIO is a translator between vision andexecution, a bridge between strategy and science, and a steward of valueacross the enterprise. In the UAE, we’ve embedded CAIOs across government as functional leaders,tasked with shaping AI strategy, aligning teams, and ensuring that every dirhaminvested in AI delivers tangible real-world results. Because AI is not a singular breakthrough, it’s ten thousand small shifts. It’scultural. It’s institutional. It’s a habit. The CAIO will be the one pushing that habitforward—across public administration, healthcare, education, and logistics. This is how the UAE plans to reshape the public sector approach to AI.Through systems that learn, adapt, and scale to improve quality of lifeand spur economic growth. In a volatile world, this approach gives us something rare: control and flexibility.Rather than reacting to issues as they arise, we will transform our economy intoone for the future. But the work must be done today. H.E. Omar Sultan Al Olama Minister of State for Artificial Intelligence,Digital Economy, and Remote Work ApplicationUnited Arab Emirates Keytakeaways “My job is not justto tell a good AI story.My job is to make surewe are objectively,measurably betterthan our competitors.” Chief AI Officers move the needleon AI ROI. Organizations with a CAIO see 10% greater ROI on AIspend. But today, only 26% of organizations have CAIOs. Accountability, authority,and influence drive impact. 57% of CAIOs report directly to either the CEO or the Boardof Directors—and 76% of CAIOs say other CxOs consultthem on important AI decisions. Daniel HulmeCAIO, WPP Centralized decision-making leadsto greater AI value realization. CAIOs spearheading hub-and-spoke or centralized AIoperating models see 36% higher AI ROI than thosemanaging decentralized operating models. Measuring true AI impact demandsa broader definition of success. 72% of CAIOs say their organizations risk falling behindwithout AI impact measurement. But 68% initiate AIprojects even if they can’t assess their impact—because themost promising AI opportunities are often the most difficultto measure. A newAI equation Expectations for enterprise AI are sky high. Executiveshave already seen it make teams faster, smarter, and morecreative. And they know competitors are pushing ahead fast.They’re asking their people to adapt quickly and are settingbig goals for AI at scale. Value has taken center stage—andthe spotlight is on ROI. C-suites are no longer satisfied with experimentation. They want measurable results—and they want them now. Eight out of 10 CEOs are pushing to scale both AI-fueled costsavings and AI-powered growth within 18 months.1 But many organizations are far from that target. 60% are still primarily investing in pilots.Yet, small-scale, disconnected initiatives continue to struggle to produce real value.Since 2023, only 25% of AI initiatives have delivered expected ROI.2 Organizations know they need to do better as spending skyrockets. After increasing AIspending 62% as a percentage of IT spend between 2022 and 2025, CEOs projectannual increases of 31% over the next two years.3To get more value for their money,many organizations are rethinking how they manage their AI portfolio. “AI transformation is not just about transformingsystems and business processes. It’s also abouttransforming the mindset and skillset of businesspeople. If we manage to do that, they will becomeAI advocates.” Juma Al Ghaith, CAIO, Dubai Customs A growing