PwC’s Global Artificial Intelligence Study: Sizing the prize

Exploiting the AI revolution

What’s the real value of AI for your business and how can you capitalise?

Business leaders are asking: What impact will AI have on my organisation, and is our business model threatened by AI disruption?

And as these leaders look to capitalise on AI opportunities, they’re asking: Where should we target investment, and what kind of capabilities would enable us to perform better?

Cutting across all these considerations is how to build AI in the responsible and transparent way needed to maintain the confidence of customers and wider stakeholders. These are the strategic questions we’ll be addressing in a series of reports designed to help enterprises create a clear and compelling business case for AI investment and development. While there’s been a lot of research on the impact of automation, it’s only part of the story.

The analysis carried out for this report gauges the economic potential for AI between now and 2030, including for regional economies and eight commercial sectors worldwide. Through our AI Impact Index, we also look at how improvements to personalisation/customisation, quality and functionality could boost value, choice and demand across nearly 300 use cases of AI, along with how quickly transformation and disruption are likely to take hold. Other key elements of the research include in-depth sectorby-sector analyses.

AI impact index

AI is set to be the key source of transformation, disruption and competitive advantage in today’s fast changing economy. In this report we've drawn on the findings to create our AI Impact Index, where we look at how quickly change is coming and where your business can expect the greatest return.

The areas with the biggest potential and associated timelines are designed to help your business target investment in the short- to medium-term.

Explore the AI impact by sector

Explore our findings in the data explorer below - the AI Impact scores range from 1-5 (1 being lowest impact, 5 being highest).

Personalization
Data Available
Utility
% Adoption Maturity
Near Term
(0-3 yr)
Mid Term
(3-7 yr)
Long Term
(7+ yr)
Time Saved
Potential AI Consumption Impact

Way forward: Four steps to making the most out of AI

Work out what AI means for your business

The starting point for strategic evaluation is a scan of the technological developments and competitive pressures coming up within your sector, how quickly they will arrive, and how you will respond. You can then identify the operational pain points that automation and other AI techniques could address, what disruptive opportunities are opened up by the AI that’s available now, and what’s coming up on the horizon.

Prioritise your response

In determining your strategic response, key questions include how can different AI options help you to deliver your business goals and what is your appetite and readiness for change. Do you want to be an early adopter, fast follower or follower? Is your strategic objective for AI to transform your business or to disrupt your sector?

Make sure you have the right talent and culture, as well as technology

While investment in AI may seem expensive now, PwC subject matter specialists anticipate that the costs will decline over the next ten years as the software becomes more commoditised. Eventually, we’ll move towards a free (or ‘freemium’ model) for simple activities, and a premium model for business-differentiating services. While the enabling technology is likely to be increasingly commoditised, the supply of data and how it’s used are set to become the primary asset.

Build in appropriate governance and control

Trust and transparency are critical. In relation to autonomous vehicles, for example, AI requires people to trust their lives to a machine – that’s a huge leap of faith for both passengers and public policymakers. Anything that goes wrong, be it a malfunction or a crash, is headline news. And this reputational risk applies to all forms of AI, not just autonomous vehicles. Customer engagement robots have been known to acquire biases through training or even manipulation, for example.

Contact us

Feride İkiz

Advisory Services Partner, PwC Turkey

Tel: +90 212 376 5302

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