抓住人工智能和自動(dòng)化機(jī)遇+Seizing+the+AI+and+Automation+Opportunity

IBMInstituteforBusinessValue|ResearchInsights

SeizingtheAIand

automationopportunity

Themomentisnow

HowIBM

canhelp

IBMhastheproventools,insights,andexpertise

tohelpyouidentifyandexecutehigh-impact

automation-andAI-poweredsolutionsacrossyour

business—tomakeITsystemsmoreproactive,business

processesmoreefficient,andpeoplemoreproductive.

Formoreinformation,pleasevisit

/automation

1

Key

takeaways

Weareatanopportune

momenttoinvestigatethepotentialthatgenerativeAIandautomationcreatefororganizations.

LeadersingenerativeAIadoptionanddata-ledinnovationreport

they’rereapingtherewards

Theyrevealearning72%greaterannualnet

profitsandgrowingannualrevenues17%morethantheircompetitors.

Highexpectations

Executivesanticipateroughlydoublingtheirrevenue

growthfromAI-enabledautomationintheiroperationsinthenextthreeyears.

SuperchargedAI,

superchargedautomation

AlmostnineintenleadersingenerativeAIadoption(87%)saythetechnologyhelpsthemexecutemorehigh-impactautomationinitiatives.

Anoverwhelmingconsensus:benefitsoutweighrisks

Eightoutoftenrespondents(82%)overallagreethatbenefitsfromgenerativeAIareworthpotentialrisks.

2

Introduction

GenerativeAIiseverywhere.Ithasdemocratizeddataandaccelerated

themodel-to-monetizationcycle.ThreeoutoffourCEOssaytheir

competitiveadvantagerestsonit.1

CompaniesattheforefrontofgenerativeAIadoptionanddata-ledinnovation—agroup

wecallGenerativeAILeaders(seePerspective,“GenerativeAILeaders”)—are

alreadyreapingoutsizedrewards,reporting72%greaterannualnetprofitsand17%

moreannualrevenuegrowththanpeers.Momentumisspreading,with92%ofC-suite

executivesexpectingtodigitizetheirorganization’sworkflowsandleverage

AI-poweredautomationby2026.2

Thechallenge:whilesomeorganizationsspeedup,otherscan’tkeepup.Thewidening

gapbetweenearlyadoptersandhesitantbusinessesiscreatingagreatdivide—onein

whichorganizationsthatstruggletoembraceAI-drivensolutionscouldlosegroundin

anincreasinglytechnology-drivenmarketplace.

Inresponsetothesedramaticdevelopments,theIBMInstituteforBusinessValue

(IBMIBV)hasundertakenitsmostcomplex,far-reachingstudyonAIandautomation.

Wesurveyedmorethan2,000C-suiteexecutivesaroundtheworld,includingChief

AutomationOfficers,aboutkeystrategiesandinvestmentsastheyadvanceintelligent

workflowswithAIandautomationtoimproveconnectivityandscaletovalue(formore

information,see“Researchandmethodology”onpage27).Wealsohighlightour

GenerativeAILeadersmentionedabove.Thediscretegroupismakingcritical

investmentsinthisadvancedtechnology,enhancingAIandautomationacrosstheir

organizations.

Eightoutoften(82%)respondentsoverallagreethatbenefitsfromgenerativeAI

areworthpotentialrisks.Asallfacetsofsocietynavigatethisnewterrain,it’san

opportunemomenttoinvestigatetheimpactsandpotentialthatgenerativeAIand

automationcreatefororganizations.

Inthechaptersthatfollow,wedigintofourcriticalareas:dataandpreparedness;

workforcetalentanddigitalassistants;theITopportunity;andinvestmentpriorities.

Alongtheway,wesharecasestudiesofreal-worldimpact.Finally,wepresentan

actionguide,withan11-pointblueprintforoptimizingintelligentautomation.

3

Perspective

GenerativeAI

Leaders—What

setsthemapart

IseveryonegettingonboardthegenerativeAI

revolution?Itmightseemthatway,butnotall

initiatives—orenterprises—areperformingequally.One-fifthofourrespondents(19%)revealed

themselvestobewhatwecallGenerativeAILeaders.TheycitethetechnologyascriticallyimportanttothemandviewgenerativeAIcapabilitiesastheprimary

driveroftheirautomationinvestments.Thisselect

groupispullingawayfromthepackintermsof

generativeAIstrategyandadoption,andinbusinessandtechnologyperformance.

GenAIleadersaggressivelyinvestinautomation—alsocitingitasveryorcriticallyimportant—to

fast-tracktheirdigitaltransformationagenda.

Theyplantoaccelerateperformancewithintelligentworkflows—andareinvestingandscalingITplatformsandapplicationswhiledecreasingITcomplexitywithautomation.Theirproactive,aggressivestanceis

palpable—forexample,theyregardautomationasanacceleratortodigitaltransformation25%moreoftenthantheirnon-Leaderpeers(seefigure).

Goalsforautomationinvestments

Allothers

Generative

AILeaders

60%

56%

53%

48%

83%

accelerate

performance

withintelligentworkflows

74%

decreaseIT

andnetwork

complexity

66%

accelerate

digital

transformation

58%

deliverbetter

ITplatforms

andapplications

Q.Onascaleof1-5,ofwhatimportanceiseachoftheabovereasonsforyourorganization’sinvestmentsinautomation?%=respondentswhoanswered4or5.

4

Chapter1

C-suiteurgency:Data

thatdrivesproductivity

Extremedigitalizationhaserupted,spawninginnumerabledata

sourcesandmicro-insights.AddgenerativeAIintotheequationand

theimpactacrosstheenterpriseandvastecosystemsiscompounded.AnentirelynewlevelofsophisticateddataisfuelinganewlevelofAI,acceleratingtheintelligenceofautomatedworkflows.

Thesesuper-automated,super-intelligentworkflowscanhelporganizationsincreaseproductivityandmeetcustomerdemands—keepingtheircompetitionscrambling.

Executiveslooktoautomationforwiderbusinessimpact,ofcourse,butthey’realsoadvancingandextendingtheirinternaldigitaltransformationagendawithreal-timeinsights,decisions,actions,andresiliency.

Theproofisintheperformance:GenAILeaders,withtheirheavierinvestmentsin

automationtoaccelerateperformancewithAI-poweredintelligentworkflows,reportoutperformingtheircompetitorsinworkforceagility(by36%more),profitabilityandefficiency(24%more),innovation(53%more),andrevenuegrowth(17%more).

(SeeFigure1.)

Thefoundationalelementtoallofthisisdata,butdataisnotinherentlyvaluablebyitsmereexistence.Itsusefulnessdependsonthetransparency,trust,andsecurityofitsorigins.ApplyingstronggovernancetobothdatamanagementandtheuseofAIis

essentialtomaintainingthisusefulness.

5

“Weneedtogettoagoldenprocess—

traditionalAIandmachinelearning

interactingwithgenerativeAI,

enhancingforecasting,andproviding

proactivealerts.”

Clientexecutive,semiconductorindustry

Forexample,inourincreasinglysustainability-

consciousworld,customersexpectfulltransparencyfromthefirsttothelastmileofthesupplychain.

Whencoupledwithgoodgovernanceofthedata

andAIpipeline,intelligentworkflowsmakethis

visibilitypossible.

Butvisibledatadoesnotalwaysequatetoconsumabledata.Acorrespondingneedfordatavisualizationis

emerging—ineffect,translatingandconveyingdata

ineasilyunderstandableformats.CombinedwithAI

andanalytics,datavisualizationcanhelpsimulate

decisionimpact,anticipateoperationalchallenges,

modelpreemptivenewstrategies,and—ofutmost

importanceinunprecedentedtimes—evaluateoptionswhenthere’snoavailablehistoricaldata.VisualizationandsimulationareontheC-suiteradar,withmorethan

half(52%)ofexecutivesexpectingthesemodelstoenablegreatertransparencyandvisibilityfor

predictiveoperations.

Data,AI,andautomationaredependentonone

another.Basically,thereisnoAIwithoutdata.

AndAIisfoundationaltoautomation.That’swhy

66%ofrespondentssaytheirdigitaltransformationinitiativeswillnotsucceedwithoutanintegrated

dataandAIstrategy.

Often,thatholisticthinkingneedstoextendbeyondtheenterpriseitself.Forenhancedtransparencyandvisibility,executivesareincreasinglyintegrating

intelligentworkflowswiththeirecosystempartners.

Infact,53%ofexecutivesexpectnewtechnologiestoenablegreatertransparencyandvisibilitywiththose

ecosystemandnetworkdigitalconnections.Andby

2026,morethantwiceasmanyexecutivesexpectthatworkflowsextendedtoecosystempartnerswillbe

digitizedwithintelligentautomation.

FIGURE1

GenerativeAILeaders

Artificialintelligence,realresults

Allothers

Generative

AILeaders

55%

54%

48%

47%

75%

workforceagility

72%

innovation

67%

y

ility/

56%

revenuegrowth

Q.Onascaleof1-5,howdoesyourorganization’sperformance

comparewiththatofyourcompetitors/peersoverthelast3years?%=respondentswhoanswered4or5.

6

Casestudy

BlueIT:Accelerating

digitaltransformation

andsustainability3

IToutsourcingproviderBlueITisonamissiontohelp

itsclientsimplementanITstrategythathelpsensure

performance,optimizesITspend,andreduces

carbonemissions.Keytoachievingtheseobjectives

isitsabilitytoofferclientsacomprehensiveviewof

theirentireITenvironmentandhelpthemproactively

reallocateresourcestoreducewasteandimprove

applicationperformance.

AmajorpriorityforBlueITrightnowisitsshiftfrom

traditionalITOpstoAIOps.Before,theBlueITteam

reliedondisparatemonitoringtoolsandmanual

interventiontooptimizetheirclients’environments.

Now,theyhaveafull-stackviewandAI-powered

automation.ThishelpstheBlueITteamtoidentify

resourcecongestionbeforetheend-userexperience

isimpacted,whilealsoreducingwaste.

Results

–Executesapplicationresourcedecisioning60%faster

–Reducesmeantimetorestore(MTTR)by50%

–Reduceswasteacrossclientenvironments

–Freesupmoretimetohelpclientsmeettheirgoals

“TheplaceIseethepower

oftheAIapproachisinthesetoolsthatcanproactively

showuswherepotential

problemsareandrecommendactionstoimprovethesizingofresourcesandassure

performance.”

FrancescoSartini

ChiefInnovationOfficer,BlueIT

7

Chapter2

Anevolvingchemistry:

AIassistantsand

employeecollaboration

WhileAIandautomationcanmakeworkflowsmoreintelligent,

totrulyimprovebusinessperformancerequiresafurtherstep:

augmentingtheintelligenceofemployees.Thisisanespecially

criticalpoint—itmeansreimaginingthehuman-technology

relationshipthroughautomation.

GenerativeAIhaswarrantedthemostbuzzrecently;it’sthelatestinrolling

tidesoftechnologicaladvances.EightoutoftenC-suiteexecutivesagree:

generativeAIwillfundamentallytransformtheirworkflowsandhowpeople

candotheirjobsproductively.

“Thechatbotbecomes

thepeople’sco-pilot—

steeringyoutothereportorinformationyouare

seeking—muchfaster.”

Clientexecutive,consumerproductsindustry

8

GenAILeadersreportexceptionalresultsinthisrealm.86%agreethatinvestingin

generativeAIisakeyingredienttotheirautomationinitiatives.Andeightintensay

generativeAIisenablingdigitalassistantstosupportmakingpredictionsand

generatingsolutionideastocomplexproblems(seeFigure2).

FIGURE2

GenerativeAI

Thekeytotransformativeworkflows4

GenerativeAIisenablingdigitalassistants

tomakepredictionsandgeneratesolutionideastocomplexproblems

GenerativeAIenablesbettervisibility,insights,anddecision-makingacrossecosystems

GenerativeAIisaccelerating

thepaceofdiscoverytonew

sourcesofinnovation

75%

63%

85%

Q.Thinkingaboutyourorganization’sgenerativeAIstrategy,to

whatextentdoyouagreewiththeabovestatements?

%=respondentswhoansweredagreeandstronglyagree.

9

Empoweringemployees,

removingrepetitivework

Automationcanenhanceproductivityandreducerepetitive,tediouswork.Thatfreesupmoretimetofocusonactivitiesthataddmorestrategicvaluetobuildcustomerandbusinesspartnerrelationships(seecasestudy,“SELTASQUARE”).Bonus:these

value-addactivitiesareoftenmoreinterestingforemployeesaswellasskills-enhancing.

Almosthalfofexecutives(47%)saythatskills

shortagescouldhavethegreatestimpacton

organizationsoverthenextthreeyears.AutomationandAIcannotonlyimproveemployees’jobsand

increaseproductivity,theycanhelpbridgelabor

shortagesandaugmentskills.

However,thosepositiveaspectstoautomationdon’tnecessarilymakeforasmoothevolution.80%of

executivesagreethatworkforceaugmentationcanbeconstrainedbyinadequatechangemanagement.Extendingawarmwelcometodigitallyautomated

supportrequiresadistinctshiftinperspective,andthisrequiresguidanceandencouragementfrom

executiveleadership.

OurresearchshowsGenAILeadersdemonstratingaparticularlyproactivestance.Muchmorefrequentlythanotherorganizations,they’reeasingthetransitionwithkeyinitiatives,suchasimplementingaCenter

ofExcellencearoundintelligentautomation,using

multidisciplinaryteamstoblendtechnologyand

businessexpertise,hiringaChiefAutomationOfficeroritsequivalent,andeducatingstaffonworking

withdigitalassistants(seeFigure3).Thesesteps

canhelpreskilltheworkforcetounderstandAIandautomationandandhowtousethemproductivelyandproperly.

FIGURE3

Excellentatempowering

GenerativeAILeadersleadinworkforceinspiration

Allothers

Generative

AILeaders

58%

54%

34%

30%

78%

implemented

aCenterof

Excellence

71%

trainedstaffto

workwith

digitalassistants

50%

hiredforskills

anddemographics–notdegrees

40%

hiredaChief

AutomationOf?cer

Q.Onascaleof1-5,whattalentinitiativeshasyourorganization

pursuedtosupportyourautomationstrategy?%=respondentswhorankedtheinitiativea4or5.

10

Casestudy

SELTASQUARE:

Afirst-of-its-kind,

automatedprocessfor

drugsafetymonitoring5

LeadingSouthKoreanR&DcompanyDaewoong

Pharmaceuticalhelpedlaunchanewcompany—

SELTASQUARE—that’sinnovatingacriticalprocess

thatcouldimprovedrugsafetyforpeoplearoundthe

world.It’saprocesscalledpharmacovigilance(PV),

alegallymandateddisciplinefordetectingand

reportingadverseeffectsfromdrugs,thenassessing,

understanding,andpreventingthoseeffects.

SELTASQUAREisusingintelligentautomation

softwaretorunanautomatedPVservicethatcouldbe

agamechangerforthewaypharmacompanieshelp

ensureconsumersafety.Theintelligentautomation

softwareprovidesavastimprovementoveracritical

buttediousprocessthatinvolvedextensivesearches

ofdatabases,medicalliterature,andcasereports

aswellasthenamesofeachproduct’sactive

pharmaceuticalingredients.Alongwiththesearches,

PVpersonnelneededtotakeandsavescreenshots,

downloadsourcedocuments,documentsearch

results,anduploadthedatatoaDaewoong

Pharmaceuticalserver.Theresultsareimpressive:

Results

–QuadrupledthespeedofthePVprocess

–Reducedliteraturesearchtimesfromfiveminutestooneminute

–GavespecialistsmoretimetoenhancePV’squality

–Helpingtoprovidesafermedicines

“Humanexpertsstill

decidehowtoactupon

theinformation,nowthey

justgettothekeyinformationmuchfaster.”

MinKyungShin

ASQUARE

Decision-makingand

digitalassistants

Ingeneral,workflowautomationdefineshowworkgetsdonethroughasequenceoftasksperformedbyboththeworkforceandthedigitalsystemsthattheycollaboratewith.Bygeneratinginsightsthatare

availableasneededandthatarebasedwithinawidecontext,AI-poweredworkflowssteerteamstowardhighervaluecustomerandpartnercollaborations,

complexproblem-solvingsituations,andforward-thinkinginnovativeactivities.

Increasingly,thedigitalsideoftheequationis

acquiringmorecomplexanalysisanddecision-

makingskillsviabothtraditionalandgenerativeAI.Morethanthreeoutoffour(77%)C-suiteexecutivesreportthatdigitalassistantsenablebetterinsights

anddecision-making.Overthenextthreeyears,theyexpectdigitalassistantstosupporttheworkforceinmakingexceedinglycomplexandmission-critical

decisions(seeFigure4).

FIGURE4

Missioncritical

Automatedtoolsareexpectedtoincreasingly

supportcomplexdecisions

2023

2026

50%

45%

40%

35%

30%

25%

20%

46%

42%

31%

more

39%

31%

more

36%

35%

34%

more

33%

32%

33%

more

29%

38%more

27%

24%

Monitoringandtakingaction

Monitoringandreportingalerts

Actingon

scheduledeventsacrossaworkflow

Supporting

complexdata

analyticsand

recommendations

Supporting

mission-critical

decisionsthatalteressentialoutcomes

TraditionalAIMachinelearning+GenerativeAI

Q.Fortheaboveactivities,whatpercentageareperformedby

automationtools,todayandin3years(2023and2026)?

11

12

Executivesunderstandthepotentialofintelligent

automation.Sixintenareinvestinginautomation

toboostworkforceproductivityandagility.

Almosthalfhaveintroducednewautomation

technologiestomakeoperationsmorepredictable,

flexible,andintelligent—especiallywhen

automatingproactivecustomerandemployee

experiences.54%areevaluatingtherolesof

automationandAIindeliveringnewwaysof

working,with52%citingbettercustomer

experiencesastheirtoppriority.

Theseorganizationsarereconsideringessential

waysofworking,withautomationpartofabroader

redesigntoenhanceproductivity.It’satectonic

shift,withtheimportanceofphysicalworklocation

increasinglylow,andopportunitiestoaccessskills

andcapabilitiesfromvirtuallyanywhereinthe

worldescalatingaccordingly.

Ecosystemsplayheavilyhereaswell.Thesenew

logisticsrequirerobust,definedworkflowsthat

interactwithdigitaltoolsandhumanteams

huddled—oftenvirtually—withecosystempartners.

Andecosystemsaddanotherconsiderationfor

all-importantdatabecause,bothwithinthe

enterpriseandwithinecosystems,thatdata

mustbeconsumable,flexible,andsecure.

“Weneedtomeasurebehaviortopredictbehavior.”

Clientexecutive,manufacturingindustry

13

Chapter3

Amplifyingadvantages:

TheautomationofITitself

We’vetalkedaboutthepotentialofautomatingintelligentworkflows,

andwe’vediscussedthepotentpowerthatAI-drivenautomationcan

giveemployeestoredesigntheirjobs.Butwe’renotthroughyet.

TheautomationofITitselfisanoften-underestimatedaspectofautomationstrategy

andassociatedinitiatives.Here,weexplorethepotentialfinancialupsidesofIT

automation,howautomationcanalleviateITrisks,andwhyautomationcanmake

IToperationsmoreproactiveandproductiveoverall.

ToshiftfromreactivetoproactiveITmanagement,organizationsmustleverageAI

andmachinelearningalgorithmstoautomateITandnetworkoperations(seecase

study,“Electrolux”).Ourresearchrevealsthepotentialhere.Whilealmosttwo-thirds

oforganizations(63%)automateapplicationintegration,onlyabouthalf(47%)

automateeventstreams,enterprisemessaging,andAPImanagement.

However,ourresearchshowsotherITautomationinitiativesaccelerating—fast.

AutomationratesinITservicemanagement,DevSecOps,andIToperations

managementareexpectedtodoubleormoreoverthenextthreeyears(seeFigure

5)—andthisisacrossallrespondents,indicatingadeep,across-the-boardtrend.

FIGURE5

Automationsoarsacrosstheboard

Today

Next3years

ITservice

management

74%

118%more

34%

DevSecOps

71%

97%more

36%

IToperations

management

74%

131%more

32%

Network

operations

83%

57%more

53%

Q.Onascaleof1-5,towhatextentisyourorganizationautomatingtheaboveend-to-endIT

workflowsoverthenext3years?%=respondentswhoanswered4or5.

Casestudy

Electrolux:Alegendaryinnovator

aimsforcomprehensiveAI

managementofIToperations6

FromanElectroluxfacilityinnortheasternItaly,a

smallteammonitorstheoperationalefficiencyof

theirvastandcomplexglobalITinfrastructurethat

spans10,000servers,networkingdevices,andmore

across65countries.AsElectroluxcontinuestofind

newwaystoautomateandinnovateeverydayliving,

they’realsoadoptingAI-drivenautomationtoquickly

resolveITissuesworldwidetosupportcostefficiency

andmanufacturingvolumes,andevencontributeto

ambitiousenvironmentalsustainabilitygoals.

Results

–ITissuesresolvedinonehourinsteadofthreeweeks

–Lessproductiondowntime

–Moretimetoenrichstaffexpertise

–Supportinga75%reductioninCO2emissionsfromoperations

–ImprovedproductavailabilityforElectroluxcustomers

“Sizingthedifferenceamongst

eventsandincidentsisthefirststeptoacompleteAI

managementofoperations,andprobablytheonethatcanbringthefastestreturnoninvestmentinself-

learningtechnologies.”

JoskaLot

GlobalSolutionServiceArchitect:

MonitoringandEventsManagement

ElectroluxAB

14

Automationasrisk-tamer

WhyareorganizationsbullishonautomatingIT?Forstarters,they’reoptimisticabout

metrics—bothfromatechnicalperformanceperspectiveandfinancially.Themore

complextheITenvironment,thebetterthebusinessvalueofautomation:80%of

executivesexpectROIonITautomationtoincreaseasdatacenterworkloadsgrow

involumeandcomplexity(seeFigure6).

FIGURE6

Greatexpectations

IncreasedITautomation,increasedROI

80%

saythatROIonIT

automationwillincreaseasdatacenterworkloadsgrowinvolumeandcomplexity

GrowthinITautomationoverthenext3years

○TodayNext3years

ITservice

management

74%

34%

IToperations

management

74%

32%

Network

operations

83%

53%

AchievedandexpectedROIfromautomationinvestments

(estimated)

77%

30%

-3%

mean

(estimated)166%

180

160

140

120

100

80

60

40

20

0

-20

2021202320252030

Q.Towhatextentdoyouagreewiththefollowingstatement:ROIandITautomationwillincreaseasdatacenterworkloadsgrowinvolume

andcomplexity.%=respondentswhoagreeandstronglyagree.Q.Onascaleof1-5,towhatextentisyourorganizationautomatingtheaboveend-to-endITworkflowsoverthenext3years?%=respondentswhoanswered4or5.Q.WhatwastheROIonyourautomationinvestments

15

andinitiativesin2021and2023?Whatdoyouexpectittobein2025and2030?

16

v

o

c

n

Muchofautomation’svalueinITliesinmanaging

risksandissues(seeFigure7).Forexample,the

adoptionofautomatedgovernancepolicieshelps

ensureAI-generatedassetscanbetracedbackto

thefoundationmodel,dataset,orotherinputs—andeaseneededadjustmentsandreactionstoevolving

regulations.Infact,80%ofGenAILeaderssaytheirorganizationhasprogressedtowardusingautomatedgovernancepoliciesforregulatorycompliance.

Aswell,artificialintelligenceforIToperations,or

AIOps,usesdataanalytics,machinelearning,and

otherAItechnologiestoautomatetheidentificationandresolutionofITissues.7Itcanprovideevent

correlation,helpingorganizationstopredictand

preventpotentialoutagesandlessennegative

impactstothebusinessanditscustomers.AIOps

canhelpresolveunanticipatedincidentsmore

quicklywhilealsoidentifyingtheirprobablecauses.Thiscangreatlyreducethemanualeffortrequired

todeterminewhatwentwrongandhowtoavoidrecurrences.

FIGURE7

Proactivityatthecore

HowautomationcanbenefitIT

Gernae

AIOps

Modeling

andanalysis

Dynamictopology

Observability

Proactivity

Source:IBMInstituteforBusinessValue.

17

“Whenchangehappens,youneedtoalignyour

architecture,yourdatastructure,andyour

processesinaconsistentwaywiththechanging

businessrequirements.GenerativeAIallows

thattohappenatspeed.”

Clientexecutive,pharmaceuticalindustry

Dynamictopology,adynamictessellationsculptingmethod,8visualizesdatafrommultiplesources,

offersactionableinsightsforissueresolution,andprovidesITOpsteamswithAI-basedremediationsuggestionstofacilitatethepathtoresolution.

Andobservabilityprovidesoperationsvisibility

intoapplicationsandinfrastructure,tofacilitate

availability—mainlythrougheventanalysisvialogs,metrics,andtracing.

Today’sscenarioandmodelinganalysesoften

combineAI,analytics,anddatavisualization,whilealsoleveraginggenerativeAI-poweredcomputingcapabilities.Simulatingdecisionimpact,

anticipatingoperationalchallenges,modeling

preemptivenewstrategies,and—critically—

evaluatingoptionswhenthere’snoavailable

historicaldataareamongthestrengthshere.

Thecommonthread?Proactivity—andautomationbyitsverynameisexactlythat.It’sautomatic,

preemptive,andanticipative,withinstinctshonedbycurateddataandsophisticatedAI.

GenAILeaders,inparticular,demonstrate

enthusiasmaboutautomatingIToperations.Overthenextthreeyears,theyexpecttoautomateIToperationsmanagementandprocessmininganddiscovery19%morethanotherorganizations,tonamejusttwoexamples(seeFigure8).

FIGURE8

Pioneeringprogress

GenerativeAILeadersaccelerateITautomation

Allothers

Generative

AILeaders

76%

70%

67%

64%

89%

ITnetworking

83%

ITservicemanagement

80%

IToperations

management

76%

processmining

anddiscovery

Q.Onascaleof1-5,towhatextentwillyourorganization

automatetheaboveIToperationsby2026?%=respondentswhoanswered4or5.

18

Chapter4

Followthemoney:

Investmentsequalpriorities

Moneytalks,andhowexecutivesprioritizetheirtechnology

investmentsrevealstheirdevotiontointelligentautomation.

Almostseveninten(67%)emphasizeAI,naturallanguageprocessing,

chatbots,andmachinelearning.Andmorethanhalf(52%)of

executivesexpectnewtechnologyandintegrationtoenablegreater

transparencyandvisibilityforpredictiveoperations—enhancedwith

visualizationandsimulation.

FromaholisticITperspective,60%investinautomationtodecreaseITand

networkcomplexity.And50%investtodelivernewandimprovedITplatforms

andapplications.Overall,acceleratingworkflowanddigitaltransformationagendas

andperformanceareprimemotivatorsofautomationinvestments.

Ifmoneytalks,generativeAIinvestmentshavetheirowndistinctvoice—andcreate

profoundimpact.GenAILeadersprioritizegenerativeAIinvestmentsascritical,

andthey’vealignedtheirenterprisearchitecturewithbusinessactivitiesand

processes40%moresothantheirpeers.Additionally,theseorganizationsare

exceedingapplicationandsystemsavailabilityrequirementswhileachieving

performancegoalsastheyautomatenetworkoperations,servicemanagement,

andoperationsmanagement.

ApplyingFinancialITOperations(FinOps)techno