人工智能的现状：组织如何重新布线以获取价值（英）-麦肯锡-2025.3-26页.pdf

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1、The state of AI March 2025Alex Singla Alexander Sukharevsky Lareina Yee Michael Chui Bryce HallHow organizations are rewiring to capture valueOrganizations are beginning to create the structures and processes that lead to meaningful value from gen AI.While still in early days,companies are redesigni

2、ng workflows,elevating governance,and mitigating more risks.Organizations are starting to make organizational changes designed to generate future value from gen AI,and large companies are leading the way.The latest McKinsey Global Survey on AI finds that organizations are beginning to take steps tha

3、t drive bottom-line impactfor example,redesigning workflows as they deploy gen AI and putting senior leaders in critical roles,such as overseeing AI governance.The findings also show that organizations are working to mitigate a growing set of gen-AI-related risks and are hiring for new AI-related ro

4、les while they retrain employees to participate in AI deployment.Companies with at least$500 million in annual revenue are changing more quickly than smaller organizations.Overall,the use of AIthat is,gen AI as well as analytical AIcontinues to build momentum:More than three-quarters of respondents

5、now say that their organizations use AI in at least one business function.The use of gen AI in particular is rapidly increasing.1The state of AI:How organizations are rewiring to capture valueHow companies are organizing their gen AI deploymentand whos in charge Our survey analyses show that a CEOs

6、oversight of AI governancethat is,the policies,processes,and technology necessary to develop and deploy AI systems responsiblyis one element most correlated with higher self-reported bottom-line impact from an organizations gen AI use.1 Thats particularly true at larger companies,where CEO oversight

7、 is the element with the most impact on EBIT attributable to gen AI.Twenty-eight percent of respondents whose organizations use AI report that their CEO is responsible for overseeing AI governance,though the share is smaller at larger organizations with$500 million or more in annual revenues,and 17

8、percent say AI governance is overseen by their board of directors.In many cases,AI governance is jointly owned:On average,respondents report that two leaders are in charge.The value of AI comes from rewiring how companies run,and the latest survey shows that,out of 25 attributes tested for organizat

9、ions of all sizes,the redesign of workflows has the biggest effect on an organizations ability to see EBIT impact from its use of gen AI.Organizations are beginning to reshape their workflows as they deploy gen AI.Twenty-one percent of respondents reporting gen AI use by their organizations say thei

10、r organizations have fundamentally redesigned at least some workflows.1 The correlation analyses considered 25 attributes and the reported effect of gen AI use on organizations EBIT,and using the Johnsons Relative Weights regression analysis yielded an R-squared of 0.20.The attributes included which

11、 leaders oversee AI governance at organizations,how organizations are managing the time saved by gen AI deployment(for example,assigning completely new activities and fewer hours to employees,reducing head count),whether organizations have fundamentally redesigned at least some of their workflows as

12、 a result of gen AI deployment,and whether they have adopted each of 12 gen AI adoption and scaling best practices:1)establishing a dedicated team to drive gen AI adoption(for example,a project management office,transformation office,or dedicated adoption and scaling team);2)having regular internal

13、communications about the value created by their gen AI solutions to build awareness and momentum;3)having senior leaders who are actively engaged in driving gen AI adoption,including role modeling the use of gen AI;4)embedding gen AI solutions into business processes effectively(for example,changing

14、 frontline employees processes,creating user interfaces to incorporate gen AI solutions);5)establishing role-based capability training courses to make sure employees at each level know how to use gen AI capabilities appropriately;6)creating a comprehensive approach to foster trust among employees in

15、 our use of gen AI(for example,understanding primary sources,mitigating inaccuracies);7)having a mechanism to incorporate feedback on the performance of gen AI solutions and improve them over time;8)establishing a clearly defined road map to drive adoption of gen AI solutions(for example,with phased

16、 rollouts across teams and business units);9)establishing a compelling change story about the need for gen AI adoption;10)tracking well-defined KPIs for gen AI solutions,enabling insights into their adoption and ROI;11)establishing employee incentives that reinforce gen AI adoption;and 12)creating a comprehensive approach to foster trust among customers in our use of gen AI(for example,transparency on regulatory compliance,use of customer data).Twenty-eight percent of respondents whose organizat