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The document highlights key findings across scaling data and governance, and managing risk and compliance. It reviews what benefits are being achieved, how efficiency and productivity priorities evolve into broader value, and how organizations measure financial and nonfinancial outcomes while navigating regulatory uncertainty and building 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relationships.",{"name":120,"@type":111,"acceptedAnswer":121},"How are organizations attempting to drive value as they scale?",{"text":122,"@type":114},"The report emphasizes embedding generative AI deeply into critical business functions and processes, supported by strong oversight and governance to manage trust, security, and regulatory 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2024deloitte.com/us/state-of-generative-ai  \n# Table of contents\n\n+Foreword  \n+Introduction  \n+Now:Key findings  \n1 Building on initial success  \n2 Striving to scale  \n3 Modernizing data foundations  \n4 Mitigating risks and preparing for regulation  \n5 Maintaining momentum by measuring value  \n+Next:Looking ahead  \n+Authorship&Acknowledgments  \n+About the Deloitte Al Institute  \nAbout the Deloitte Center for Integrated ResearchAbout the Deloitte Center for Technology,Media &Telecommunications  \n+Methodology  \n# Introduction\n\nForeword  \nIn the rapidly evolving landscape of artificial intelligence(AI),the connection betweenThe complex discussions around creating value and managing risk makes it clear to metechnology and value has become increasingly apparent.What is known about majorthat we need to keep humans at the center of all this decision-making.It is the humantechnology innovations in the past holds true with Generative AI (GenAl).stakeholders who impact how applications are conceived and developed,how they areTechnology application on its own is not enough.Results and business outcomesadopted and used,and how they are managed for trust and security.In this,employeeupskiling and change management remain indispensable elements of value-drivingmatter.The real measure of success for GenAl will be how it enables enterpriseGenAl programs.strategies and drives tangible value.  \nAs organizations are scaling,and learning from,their GenAl pilots,I have heard theWith a focus on business outcomes and human-centered change,I feel the future withdiscourse around GenAl shift from unbridled excitement to a more nuanced andGenAl grows brighter by the day,even as the journey ahead will continue to surprise  \nand challenge us.critical evaluation of its real impact on business outcomes.I am also beginning to seeorganizations think more about tailored GenAl tools—evolving from large languageLearn more about the series and sign up for updates attmodels(LLMs)to small language models (SLMs)for more targeted needs.They arehttp://deloitte.com/us/state-of-generative-ai.also exploring how the rise of Al agents can redefine interactions within their digitalenvironments,offering new avenues for automation and personalization.Amid this maturation,regulatory considerations are coming to the fore.Our pastsurvey results indicated a strong market appetite for smart GenAl regulation andoversight.Businesses and governments alike are navigating a dynamic landscapeand are struggling to keep pace with the rate of technology innovation.The challengeis to unlock the benefits of GenAI while facing regulatory uncertainty,orchestratinggovernance and building trust.No small task.  \n-Jim Rowan,Applied A/SGO Leader  \n## Moving from potential to performance\n\nThe clock is ticking for organizations to create significantand sustained value through their Generative Alinitiatives.Promising pilots have led to more investments,escalating expectations and new challenges.During thispivotal phase,Csuites and boards are beginning to lookfor returns on investment.There is a chance that theirinterest in Generative Al could wane if initiatives don'tpay off as much,or as soon,as expected  \nWill organizations demonstrate the patience andperseverance needed to unlock the transformationalpotential of Generative Al?To get there,value-led use  \ncases with strong return on investment(ROI)and a clearpath to scale will be essential.They'll need to addresschallenges across the board:people,process,data andtechnology.Change management and organizationaltransformation will need to be given as much considerationas technology  \nIn this quarter's survey,we focused on two critical areas toscaling—data and governance,and risk and complianceand how organizations are measuring and communicatingvalue.Are data-related issues hindering efforts?Howare organizatio","cbCaikQAxnUygNio","https://ap.wps.com/l/cbCaikQAxnUygNio","pdf",53131382,31,"English","# Table of contents\n## Foreword\n## Introduction\n## Now: Key findings\n### Building on initial success\n### Striving to scale\n### Modernizing data foundations\n### Mitigating risks and preparing for regulation\n### Maintaining momentum by measuring value\n## Next: Looking ahead\n## Methodology\n## Authorship & Acknowledgments\n## About the Deloitte AI Institute","[{\"question\":\"What is the report’s focus for the third quarter?\",\"answer\":\"The report focuses on how organizations scale generative AI, particularly around data and governance, as well as risk and compliance, and how value is measured and communicated.\"},{\"question\":\"Which benefits do organizations seek most when adopting generative AI?\",\"answer\":\"Improved efficiency and productivity and cost reduction remain the top benefits sought, while many respondents also report a more diverse set of benefits such as increased innovation and improved customer relationships.\"},{\"question\":\"How are organizations attempting to drive value as they scale?\",\"answer\":\"The report emphasizes embedding generative AI deeply into critical business functions and processes, supported by strong oversight and governance to manage trust, security, and regulatory uncertainty.\"}]","Deloitte's State of Generative AI in the Enterprise - Quarter 3 Report - Now Decides Next | PDF",1789872425,78]