CEOs are used to being in the hot seat. Only the toughest problems land on their desks-and how those problems are solved often defines an organization's future.

How CEOs choose to adopt generative AI may be one of these defining moments. Making the right investments in this emerging tech could deliver a strategic advantage that pays massive dividends. But the wrong bets could open the door to data privacy concerns, legal liabilities, and a whole host of ethical issues.

CEOs know they need to tread carefully, but they also feel the need to act fast. 64% say they face significant pressure from investors, creditors, and lenders to accelerate adoption of generative AI. Consequently, investment in generative AI is expected to grow by 4 times over the next two to three years-although it remains, at least for now, a fraction of total AI spend.

Read More Here: https://www.ibm.com/thought-leadership/institute-business-value/en-us/report/ceo-generative-ai

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Kaitlyn Arnold
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Do we have this kind of research for public and government institutions? In public and government operations, within specific sectors like the Ministry of Animal Welfare and Agriculture, the decision-making process and stakeholders differ markedly from those in private companies. Key stakeholders in government entities encompass elected officials, who answer directly to the public; seasoned bureaucratic officials that steer policy-making; the general public, whose interests are paramount; and specific interest groups, such as farmers' associations and animal rights activists. These entities face unique challenges when adopting advanced technologies like generative AI.
Governments operate under intense public scrutiny and are guardians of vast data, making ethical use and data privacy paramount when integrating AI. Moreover, with constrained budgets, governments must judiciously determine AI's return on investment. Introducing and integrating new technologies, especially as pervasive and transformative as AI, into the public sector come with significant challenges. One of the most salient barriers is the public's apprehension and scepticism. Many citizens, while beneficiaries of technology in their personal lives, remain wary of its institutional applications, fearing misuse, biases, or privacy breaches. 
In a way, the people are the CEO. But to navigate this, governments must invest in education and awareness campaigns about AI and its benefits, showcasing its potential while transparently addressing its limitations and risks. Open dialogues, public consultations, and pilot programs can also bridge the gap between governmental AI ambitions and public apprehension.

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Christian Busse
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@christianbusse  You make great points. I haven't found a similar article that is catered to public and government institutions but I'll keep my eyes peels and be sure to share it here if I find one! 

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Kaitlyn Arnold
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Original Message:
Sent: Wed August 02, 2023 01:02 AM
From: Christian Busse
Subject: The CEO's Guide to Generative AI

Do we have this kind of research for public and government institutions? In public and government operations, within specific sectors like the Ministry of Animal Welfare and Agriculture, the decision-making process and stakeholders differ markedly from those in private companies. Key stakeholders in government entities encompass elected officials, who answer directly to the public; seasoned bureaucratic officials that steer policy-making; the general public, whose interests are paramount; and specific interest groups, such as farmers' associations and animal rights activists. These entities face unique challenges when adopting advanced technologies like generative AI.
Governments operate under intense public scrutiny and are guardians of vast data, making ethical use and data privacy paramount when integrating AI. Moreover, with constrained budgets, governments must judiciously determine AI's return on investment. Introducing and integrating new technologies, especially as pervasive and transformative as AI, into the public sector come with significant challenges. One of the most salient barriers is the public's apprehension and scepticism. Many citizens, while beneficiaries of technology in their personal lives, remain wary of its institutional applications, fearing misuse, biases, or privacy breaches. 
In a way, the people are the CEO. But to navigate this, governments must invest in education and awareness campaigns about AI and its benefits, showcasing its potential while transparently addressing its limitations and risks. Open dialogues, public consultations, and pilot programs can also bridge the gap between governmental AI ambitions and public apprehension.

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Christian Busse
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That article is a bit general.  I wrote about this back in May, with my own view of why companies need to Quit Pushing the AI Envelope, and Grab the Easy Value.  While I agree the a company needs to have an overall data strategy, the focus needs to be on driving value.  AI will help serve a company when it has to prove it's value all through the AI journey.  Start with smaller things that provide value, that pay for themselves, and then build up your capacity and capabilities from there.  The big AI companies that have predictive models (like Netflix and Amazon) have a 5 year head start on you - in terms of both AI models and collecting the data to feed those models.  So have a long term plan - but in the short term, make sure that you are growing your AI capability and providing value along the way. 

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Daniel Toczala
Community Leader and Customer Success Manager - Watson
dtoczala@us.ibm.com
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