What we see out there is a bit of a creative chaos in GenAI.
There's a lot of activity, a lot of use cases, but not everything leads to value.
The big step change here is to understand that we're not celebrating a technology only,
but we really need to focus on the value it creates.
So it's a 30 and 70 approach we need to take here.
The value comes from the tech, combined with changing processes,
changing the behavior of people, but then also monetizing actually on the
benefits GenAI brings to us.
For those organizations who move from those early stages to the maturity
where you really get into beyond tech,
and you monetize on the trend, this is where you realize
this is not a hype, this thing is real.
Leadership is probably one of the biggest differentiators to make this trend
to value, because what we see and expect from leaders to really take here is
a bold stance to really set a target, a unifying target, an ambition for the organization,
and those ambitions and trends need to be set by clear leadership.
To encourage meaningful adoption of GenAI within their teams,
leaders need to create a compelling narrative that resonates with employees.
Because ultimately every employee wants to know, \'93What is in it for me?\'94
By focusing on how GenAI can transform the ugliest four hours of work, those four hours of tasks nobody likes,
employees will feel the immediate value and positive impact GenAI has on their daily role,
making them more likely to embrace GenAI.
Leaders that invest in targeted upskilling initiatives,
such as function-specific master classes, workshops, and one-on-one coachings,
see significantly higher adoption rates, up to 60%, versus 30% of those that don't.
The most important thing is not to declare victory too early.
If we deploy all the best practices,
an EBIT uplift of one to two percentage points versus revenue
within a time horizon of two to three years is absolutely realistic.
Now, how is the transformation office doing this?
By setting clear targets, by setting clear KPIs to follow up on the progress, by pushing adoption,
and by also helping to mitigate implementation barriers.
So, really understanding where GenAI use cases can generate value,
where they can drive revenue, reduce cost, and enhance productivity.
By doing this right, you can make sure that positive change becomes visible on the bottom line.