适应性强的企业：为什么人工智能的准备是颠覆性的准备

Why AI readiness is disruption readiness Michael FerrisSenior Vice President, Chief Operating Officer, and Chief Strategy Officer About the author Michael Ferrisis Senior Vice President, Chief Operating Officer, and Chief Strategy Officer at Red Hat. In this role, he is focusedon building the company’s global business strategy across all offerings and services, mergers and acquisitions, market-makingpartnerships, and internal operations. For more than 25 years at Red Hat, Ferris has focused on the value of the company’s business model and serving the needs ofcustomers, partners and open source communities. He served as the first product manager for Red Hat® Enterprise Linux®, andhe later led the evolution of Red Hat’s subscriptions from capacity to consumption models. This allowed for Red Hat products onpublic cloud providers and led to the creation of Red Hat Certified Cloud and Service Provider Program, which includes more than1,300 Red Hat partners and lets customers use multi- and hybrid-cloud paradigms across the entire Red Hat portfolio. Ferris has also worked to define the company’s business architecture, leading strategy and business negotiations on high-profile partnerships as well. These efforts have enabled Red Hat to combine the open source development model with its valuepropositions and various subscription models to meet changing market needs. Ferris is responsible for leading Red Hat’s efforts tobecome an AI-focused organization. Ferris is an inventor or co-inventor of more than 85 issued U.S. patents in the cloud computing space, all of which are coveredunder Red Hat’s patent promise in support and defense of open source development. Table ofcontents Introduction: The new normal is not normal Artificial intelligence (AI) is a fundamental shift in the current,with the potential to reshape every industry it touches. Themarket for AI is projected to grow exponentially, with Gartner®indicating that, “worldwide generative AI (GenAI) spendingis expected to total $644 billion in 2025, an increase of76.4% from 2024.”2Leaders are under immense pressureto act on that opportunity. In the rush to adopt, manyorganizations risk making reactive, short-term decisionsthat create complexity and hinder long-term innovation. There is nothing normal about the pace of change weface today. Technological disruption is rarely predictable,but the days where leaders could wait and see whatadvancements are worthy of adoption are waning. In fact,according to recent IBM research, “64% of CEOs said thatthe risk of falling behind drives them to invest in sometechnologies before they have a clear understandingof the value they bring to the organization.”1 In the past, we often compared IT innovation to wavesforming on the horizon—change we could see coming.Today’s pace, accelerated by growing technologicalcapabilities and competitive demands, has turned thatvisible tide into a constantly churning sea of innovation. Many of you are likely asking yourselves—and your leadershipteams—what should your organization’s AI strategy be?You might already be developing your approach. But if youhaven’t addressed your ability to adapt more broadly, youmay find yourself quickly overcome. The first and mostimportant question is not what your specific strategy shouldbe, but instead: “How do we build an adaptable enterprise?” Many of you are likelyasking yourselves—and your leadershipteams—what shouldyour organization’sAI strategy be? Because an enterprise built to adapt to disruption is anenterprise built for AI (and everything that may come after). From resiliency toadaptability and durability Durability is closely linked withadaptability, the ability toadjust strategy to shift resources, processes, and toolsin response to dynamic global markets. Enterprises alsoneed adaptable associates, which requires investmentsin learning and development as well as time for theexperimentation that leads to successful iteration.These aren’t new concepts; enterprises that couldn’tadapt to Linux, to virtual machines, or to cloud-nativecomputing struggled to survive these paradigm shifts. An adaptable organization is one that adopts and activelymaintains a culture and strategic mindset that rewards rapidinnovation and provides the technologies, tools, and supportthat allows people to thrive (not just survive) in the face ofchange. Many leaders strive for resiliency—the ability to bounceback from disruption. But in the age of AI, bouncing back isnot enough. We need to aim for something more:durability. A durable enterprise doesn’t just recover; it continuouslydelivers value while the world is changing around it. Itscultural and technological foundations allow it to adapt,evolve, and seize opportunities without being thrownoff course by every new model, framework, or tool. Getting these twin pillars right prepares your organizationfor change, giving teams the context and capability to act onyour AI strategy. The work doesn’t begin when y