AI驱动的变革与新的跑道

Agenda Key findings1The AI adoption illusion2The next big thing4Call for action5The transformation gap3 Key findings 0102030405 Our recent CIO trend study shows that as AI matures, differentiationshifts from model choice to architectural sovereignty and resilience Executive summary and strategic context Context: Germany and Europe AI adoption maturity curve and critical risk The trends identified in our recentGerman CIO study (interviewswith 50 tech leaders) aretransferable from Germany Critical riskof scaling on an inadequate basis:50% of organizations build AIon data not ready for autonomous decisions,creating unscalable systems Zero trustIdentity-based validationfor every interaction Whole-system protection Data used as anenabler, not a blocker 0102030405 AI is not a technology challenge; it is a structural, cultural, andinvestment transformation Hypotheses overview The next big thing is not innovation – AI is everywhere – except whereit matters AI is widely deployed, but rarely decisive,withonly one in three having AI structurallyembedded1; most use it as a tool, not a driver of Leadership fears the pace of innovation(32%as top concern4),but is failing to invest in internaladaptability. Executives are watching the storm Most organizations arescaling AI intostructures that were never designed for it,with only ~22% having theAI-ready data setupsrequired for advanced use cases3 Perceived progress masks structuralstagnation; pilots scale visibility, not impact,with Germany and EU lagging behind in revenue Europe’s fixation on resilience is not astrategy, it is a symptom. While others aredefining what’s next, Europe is building walls Thebottleneckis not intelligence, butintegration;data readiness, sovereigninfrastructure, anddedicated fundingremain unresolvedOnly those who havestructurally absorbed AIcan move beyond it, while the rest remain Winners will not be the most advanced, butthe most adaptive;those who treat speed as The real divide is organizational, nottechnological,and Germany's position inthe global AI race makes this gap existential, The AIadoption 0102030405 There is a global divide in AI’s impact on revenue upliftand cost reduction, with Germany lagging behind Key findings China and USA lead the AIrevenue and cost race China (51%) and the US (38%) showthe highest AI-drivensales increasesand cost reductions, fueled by Europe is falling behind onboth dimensions EU and Germany lag behind inrevenue uplift and cost reductionpotential compared to other markets Regulation as a double-edgedsword Stricterdata privacy and securityrequirements protect citizens butconstrain the speed of AI Over 60% of CIOs foresee a dominance of AI-drivendecision-making within in the next five years Key findings AI dominance is a near-termreality 62% of CIOs expect AI todominateorganizational decision-makingwithin five years— with 32% From enabling tool to centraldriver AI-driven decision-making is evolvingrapidlyfrom a support function tothe core of strategic and operatio- AI adoption is non-negotiable Leading companies are alreadypursuingfully autonomous AI-controlled plants; in Finance, 0102030405 Many companies in Europe have not yet startedembedding AI into workflows and business models Key findings Structural integration of AIremains the exception Only ~1/3 of CIOs report havingformalized their AI organizationand structurally embedded AIinto 0102030405 Without a solid data foundation, AI remainsstuck in pilot mode Key findings Data readiness for AI integration True data readinessremains rare Only ~22% are achieving theformalized or AI-ready data setupsrequired to scale advanced use cases Semantic standardization isthe tipping point Introducingshared semanticmodelsis the key inflection towardusable AI Data foundations, not AImodels, are the bottleneck The main constraint isdata quality,structure and accessibility, not AItechnology itself 0102030405 AI-ready data serves as a catalyst forcingstrategic positionings across three dimensions Key findings Balancing digital sovereignty Resilience or efficiency?80% or more of executives view Cyber/Cloud as the critical bottleneckfor investing in digital sovereignty.High AI-readiness forces a pivot from Protection or aggression? 72% emphasize digital sovereigntywhen it comes to data managementinvestments. Readiness meansshiftingthe mindset from Data as a risk to Pioneering or pragmatism?Only 52% prioritize digital sovereignty when choosing AI models. Theabsence of competitive Europeanmodels is forcing a strategicresignation: Sovereignty is fought for in Organizations mustchoosea sovereignty strategyto fit 0102030405 AI-fication and scale will require decentralized,embedded capabilities Shift in organizational structure Centralization dominates inthe early stages AI organization maturityAI organization maturity Most organizations establishAIhubs/Centers of Excellenceto buildcapabilities, ensure governanc