The State of Gen Ai in the Middle Easts Gcc Countries a 2024 Report Card Final.p · Table (p.6)
From the-state-of-gen-ai-in-the-middle-easts-gcc-countries-a-2024-report-card_final.p · page 6
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| Value realizers push harder | providers to bolster their efforts as they begin |
| Despite these generally encouraging statistics, | to adopt and scale gen AI. Eighty percent of |
| there are significant differences when we separate | respondents from the value realizers said such |
| out the value realizers, which are defined as those | partnerships were in place, compared with |
| that have adopted gen AI in at least one business | 59 percent of others. |
| function, develop their own proprietary models or | |
| significantly customize publicly available ones, and | Value realizers’ drive might be explained by the |
| generate more than 5 percent of their earnings from | fact that they are concentrated in sectors with |
| gen AI. Ten of the 140 survey respondents reported | some of the biggest potential value gains—energy |
| working within organizations that fulfilled all three | and materials, financial services, and advanced |
| criteria. And these respondents indicated just how | manufacturing—giving them more of an incentive |
| determined value realizers are in the pursuit of gen | to adopt the technology. But whatever the impetus, |
| AI value. Consider the following: | their efforts appear to be reaping rewards. |
| — Strategy: Eighty percent of value realizers | |
| reported having an integrated road map | The capabilities that matter |
| to introduce priority gen AI uses. That | |
| While many organizations have initiated gen AI | |
| compares with 48 percent of respondents | |
| projects, the survey also suggests that many might | |
| from other organizations. | |
| struggle to scale and capture value from them | |
| unless they undertake a fundamental rewiring of | |
| — Business functions: Value realizers apply gen AI | |
| the organization. | |
| to a broader range of functions. It is the value | |
| realizers, and only the value realizers, that | |
| While it is clear that many GCC organizations are | |
| identify gen AI value pools in functions such as | |
| keen to harness gen AI’s potential, most remain | |
| risk management, legal and compliance, product | |
| at an early stage of adoption. Embedding gen | |
| and/or service development, and human | |
| AI at scale will require a fundamental rewiring of | |
| resources. “Deploying gen AI into our product | |
| the organization. McKinsey research shows this | |
| research and development has revolutionized | |
| entails mastering certain capabilities in five areas: | |
| our innovation process, helping us improve | |
| technology, data, talent, the operating model, and | |
| solutions while reducing production costs,” | |
| risk management.8 With this in mind, we assessed | |
| the head of R&D at an energy and materials | |
| how well prepared GCC organizations are to | |
| company said. | |
| implement their gen AI strategies. The results | |
| suggest they have a considerable way to go, while | |
| — Performance measurement: With a gen | |
| those already realizing value shed light on the path | |
| AI strategy in place, value realizers are far | |
| to follow. | |
| more likely than others to track progress | |
| in implementing it. Seventy percent of | |
| Technology | |
| respondents from value realizers said their | |
| Organizations have three model options when | |
| company had a system in place to measure and | |
| it comes to implementing gen AI. They can use | |
| track key performance indicators, compared | |
| off-the-shelf, publicly available models; they can | |
| with 39 percent of other respondents. Such | |
| customize these tools with proprietary data and | |
| systems help companies adjust resources as | |
| systems; or they can (at much greater expense) | |
| needed across business functions in pursuit | |
| develop their own foundational models from scratch. | |
| of value. | |
| The choice can be dictated by a range of factors | |
| such as budget, security concerns, language needs, | |
| — External partnerships: Value realizers are | |
| and the value that any organization might reap from | |
| more likely to partner with external service | |
| the model. There is a growing view, however, that we |
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