AI Trends and use

cases

Václav Špáňa
Sr.Executive Partner

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AI – What types of capability?

• Machine Learning
– Classification, soft-matching, risk assessments,
anomalies, fraud, diagnosis, voice recognition
– Deep Learning is a subset of Machine Learning

• Predictive Analytics
– Prediction of flow, modelling complex systems,
simulations, protein folding, drug development

• Generative
– Creates outputs that look like they came from an
original dataset
– May be text, voice, video or image
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Use of Data → Analytics and Business Intelligence

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Hype Cycle for Analytics and Business Intelligence, 2023
Insight from Data → Artificial Intelligence

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Hype Cycle for Artificial Intelligence, 2023
Generating Content and Response → Gen AI

These are the GenAI technologies

mature enough to use confidently
at scale

5
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Hype Cycle for Generative AI, 2023
Generating Content and Response → Gen AI

These technologies are

powerful, effective and will be
fully mainstream imminently

And will have been deployed

by many within 12 months

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What does a Large Language Model Do?

• Has read a lot

• Is very articulate
• Can speak multiple languages
• Can draft rapidly
• Has no real-world experience
• Is somewhat naive
• May be able to produce interesting
ideas
• Will learn from what they are given
• May or may not understand sensitivity
and privacy
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…. And what might that remind you of?

• Has read a lot

• Is very articulate
• Can speak multiple languages
• Can draft rapidly
• Has no real-world experience
• Is somewhat naive
• May be able to produce interesting
ideas
• Will learn from what they are given
• May or may not understand sensitivity
and privacy
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 Gartner’s Top Strategic Predictions for 2024 and Beyond — Living With the Year Everything Changed

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Predicts 2024: CSP Technology and Operations
Strategies
• Through 2027, 30% of CSPs will include a software engineering practice in their
organization, which is an increase from 5% in 3Q23.
• By 2028, a global market for communications equipment will devolve into two or more
regional markets, each with its own technology stack.
• By 2028, 70% of current CSP workforce technical skills will be made obsolete by
automation, augmented intelligence and delayering.
• By 2028, CSPs will adopt cloud-native technologies for 50% of network functions,
compared with fewer than 5% in 2022.
• By 2025, 70% of CSPs will implement optimization tools and practices to reduce cloud
operations cost, compared with 5% in 2022.

Predicts 2024: CSP Technology and Operations Strategies

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 Rise of the Builders
Platform
Engineering

Protect Your Investment AI-Augmented Deliver the Value

Development

Top Strategic AI Trust, Risk, Security

Industry Cloud Intelligent
Machine

Technology
Management Customers
Platforms Applications

Trends for 2024

Continuous Threat
Exposure Sustainable Augmented
Management Technology Connected Workforce
Democratized
Generative AI

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The 4Q23 Risk Meteors
Top Emerging Risks for 4Q23
By Risk Score1
5

Market Effects from Score Impact Time Frame

Higher Borrowing Risk Name Frequency
Rank Score Score
Costs
Mass Generative AI
3 1 2.91 2.05 76%
Availability
4
Escalating Political
Cloud 2 2.67 1.71 69%
Polarization
Concentration Overzealous Cost
Risk Cutting Cloud Concentration
Organization 3
Risk
2.95 2.12 64%

1 Overzealous Cost
2 4 2.87 1.76 52%
Cutting
Mass Generative Escalating Market Effects from
AI Availability 5 Higher Borrowing 2.77 1.73 53%
Political
Costs
Polarization

Ranked Time to Impact

n = 347
Source: 4Q23 Gartner Emerging Risks Survey
1
Risk Score: Risk Score = Cube Root (Impact x Inverse Time Frame x Frequency Selected as a Top 10 Emerging Risk Rescaled)
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The 1Q24 Risk Meteors
Top Emerging Risks for 1Q24
By Risk Score1

Score Impact Time Frame

Risk Name Frequency
Rank Score Score
2
5
AI-Enhanced
AI-Assisted 1 3.17 1.68 80%
Misaligned Malicious Attacks
Misinformation
Organizational AI-Assisted
Talent Profile 2 2.73 1.83 66%
Misinformation
4
Organization Escalating Political
3 3 2.68 1.92 66%
Globally Polarization
Consequential
1 Escalating Globally
Elections
Political 4 Consequential 2.51 1.70 61%
AI-Enhanced Polarization Elections
Malicious Attacks Misaligned
5 Organizational Talent 2.76 2.27 60%
Profile
Ranked Time to Impact

n = 345
Source: 1Q24 Gartner Emerging Risks Survey
1
Risk Score: Risk Score = Cube Root (Impact x Inverse Time Frame x Frequency Selected as a Top 10 Emerging Risk Rescaled)
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 Tak co s tím

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How Do You Compare With Other Enterprises
in GenAI?
47% of boards are investing in early-stage education on GenAI for the Board Note
board; 45% are encouraging employees to test it.a
Encourage safe experimentation with
GenAI but require outcome-driven
CIOs see the potential value in GenAI, with 90% indicating a moderate intention. Better emails and prettier
or extensive potential value. b slides won’t deliver the deep
productivity and strong growth
organizations need to remain
competitive.
One in five executive leaders are already piloting or producing GenAI.c
Help your executive team manage
the balance between the fear of
missing out on GenAI and ensuring
30% of surveyed CIOs and tech leaders rank AI as a top priority or adequate forward action with
among their top priorities.d appropriate levels of rigor.

68% of executives see more benefits than risks from GenAI.c

Source: a 2024 Gartner Board of Directors Survey; b 2024 Gartner CIO Generative AI Survey; c Gartner Beyond the Hype: Enterprise Impact of ChatGPT and Generative AI; d 2023 Gartner AI Survey

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AI Opportunity
Radar
AI Opportunity Radar
External Customer Facing

Front Office Product/Service

CX, Sales/Mkt, Customer Service AI Enhanced, Value Proposition

Everyday Game-
AI Changing AI

Back Office Core Capabilities

Admin, HR, Legal, Finance, IT R&D, Mfg., Supply Chain, Operations

Internal Operations
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AI Opportunity Radar, External Customer-Facing
CSP

Sales and
Marketing
Content Chatbot Creation
Generation Customer
Packaging Engagement
Optimization
Fraud
Detection Pricing
Optimization
Everyday AI Software Development Game-Changing AI
Team Productivity
Data Management Product Development
Productivity
Network
Optimization
Sales, Marketing Productivity Low
Medium
Synthetic Data High
Generation
(Network
Operations)
Feasibility is combination of
• Technical Feasibility
• Internal Readiness
• External Readiness
Source: Use-Case Prism: Generative AI for CSPs
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 For each proposed initiative:

Selectively
invest!
Caution!
• Which are feasible?
• Which result in real return?
• Which look nice, but in reality....
Business Value Feasibility
Low

Avoid!?

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Example Prisms for Government
• Human and Social services • Transport

• Government Contact Centres • Education

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Creating an Opportunity Radar
….for Human and Social Services

Low
Medium
High

Feasibility is combination of
• Technical Feasibility
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• External Readiness
Push to implement generative AI is coming primarily from the CEO/
C-suite or a steering committee
Mostly Bottom-Up (organically developing within each siloed business function) vs. Mostly Top-
Down (coming primarily from the CEO/C-suite or a steering committee) Push for Generative AI
Percentage of respondents
Mostly top down Mostly bottom up

Sales (n = 115) 87% 13%

Supply Chain (n = 102) 79% 21%

Finance (n = 100) 74% 26%

Customer Service (n = 100) 69% 31%

HR (n = 99) 68% 32%

Legal, Risk and Compliance (n = 98) 64% 36%

Marketing (n = 99) 63% 37%

Procurement (n = 99) 62% 38%

0% 50% 100%

n varies, all respondents, excluding “don’t know”

Q: Who is driving the push to implement generative AI w ithin your company? Back to index
Source: 2024 Gartner Generative AI Planning Survey

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 Back to index

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Coding assistance is the most frequently implemented generative AI use
case; forecast and contract review expected in the next 6 months
Finance Use Cases for Generative AI

Currently implementing or implemented Planning to implement within 6 months

Planning to implement in the next 6-12 months Will explore implementation at some point in the future
Not currently under consideration
Coding Assistance 22% 19% 20% 24% 15%
Revenue/Spend Data Classification 18% 22% 35% 18% 6%
Management Reporting Draft Creation 17% 22% 39% 20% 2%
Financial/Regulatory Reporting Draft Creation 17% 17% 23% 29% 14%
Contract and Document Review 16% 25% 25% 23% 10%
Market/Competitor Research and Analysis 16% 19% 34% 20% 11%
Translation of Policies 14% 17% 29% 24% 15%
Forecast/Budget Variance Explanation 14% 30% 34% 16% 5%
Finance Support Staff Response Augmentation 14% 18% 32% 24% 11%
Generation and Interpretation of Policies 13% 16% 28% 26% 17%

0% 50% 100%

n = 100 respondents in finance, excluding “don’t know”

Q: What are the potential finance use cases for generative AI that you foresee utilizing for your organization and in w hat time frame?
Source: 2024 Gartner Generative AI Planning Survey Back to index

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 IT Leader Plans for Building Software Using GenAI

Back to index
Related Gartner Research
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GenAI Use-Case Comparison for Information Technology

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Recommendations

1 2 3 4
Exploit the hype Prioritize Mitigate Risk Develop Capability
to drive policy Initiatives

• Many are excited • Value to Purpose • Provide a safe • Assess current

space for capability
• ChatGPT is only – Mission experimentation
one large language • Build a path to
model – Costs • Deliver in stages develop to your
– Risk Reduction needs
• There are many • Start with human-in-
other uses of AI • Feasibility the-loop • Don’t forget external
threat
• This is an – Technical • Scale when residual
opportunity risk is shown to be
– Organizational acceptable
– AND Societal

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GenAI Deployment Options
Quick Win Differentiated Transformative
Off-the-Shelf Tech Adapted Tech Custom Tech

Public +
Public + Your
Public Your Data &
Trained On: Data Data Models
Everyday Game-
AI Changing AI
Cost: $ $$$ $$$$$$

Time to Impact: <1 1 to 2 >2

year years years

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 End

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 Backup

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What Is the Likely Path for GenAI Beyond 2024?
Gartner Prediction of GenAI Adoption

2024 2025 2026 2027 2028

40% of enterprise • The top five vendors Over 100 million • Nearly 15% of new • 75% of enterprise
applications will have across all enterprise humans will engage applications will be software engineers will
embedded software categories robocolleagues automatically generated use AI code assistants,
conversational AI, will use GenAI in their (synthetic virtual by AI without a human in up from less than 10% in
up from less than 5% pipeline. colleagues) at work. the loop, up from 0% early 2023.
in 2020. • 30% of enterprises today. • GenAI-enabled tools will
will have implemented • AI-powered innovation reduce electronics design
an AI-augmented teams will deliver projects (e.g., chip manufacturing)
development and that are up to 75% more and test effort and
testing strategy, up successful compared to improve design
from 5% in 2021. traditional human teams. efficiency by five times.

Source: Gartner

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What Are the Top GenAI Risks Boards of Directors
Are Concerned About?
Areas of Concerns/Risks With Generative AI in the Next Two Years
Sum of top 4, coded responses
Board Note

NEDs’ top three concerns

(ranked No. 1 most often by NEDs)
all focus on data:
• Information integrity
• Data privacy or security risks
• IP protection and leakage concerns

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Which Countries Have a Dedicated Governmental
AI Body and Strategy?
Board Note

• While governments are moving

quickly to create policy and
regulations regarding GenAI and AI
more broadly, regulation always
lags technical progress. This has
never been truer as AI development
continues to move at an
extraordinary pace.
• Enterprises seeking protection from
regulations are unlikely to find it.
Those who choose to move more
quickly will need to adapt as
regulations do.

Source: Gartner

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What Are the Current GenAI Deployment Options?
Comparison of Generative AI Deployment Approaches

Board Note

Options range from GenAI embedded

in vendor applications to building your
own custom models.

Each approach represents a range of

costs and different sets of risks.

For further information on choosing a GenAI deployment approach, use this research.
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What Are the Different Deployment Approaches?
Generative AI Use-Case Categories
Illustrative

Questions to Consider

• How aggressively are your competitors investing in GenAI?

• Are your competitors yielding material business results?
• What approach do you need to take to maintain your
market position or move ahead?

For further information on assumptions and tools for making cost and return calculations, use this research.
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What Are the Relative Costs of Different
Deployment Approaches?
Costs of GenAI Deployment Approaches

Defend Extend Upend Board Note

Upfront Cost $100K-$500K $750K-$1M $5M-$20M The cost of all GenAI deployment
approaches is currently in flux.
Additional Monthly Gartner expects vendor prices to
$200-$2K per user $790-$11K per user $8K-$21K per user continue to evolve quickly during the
Costs
next 12 months.
Value Generated
$1,600-$16K per user $4K-$16K per user Use-case-specific
Monthly

Amazon Bedrock, Amazon Bedrock,

Sample Vendors/ Adobe Firefly, Amazon
Einstein GPT, Azure Cohere, MosaicML,
Products Q, ChatGPT Enterprise
OpenAI Service Vertex AI, OpenAI

For further information on assumptions and tools for making cost and return calculations, use this research.
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How Do You Compare With Other Enterprises
in GenAI?
47% of boards are investing in early-stage education on GenAI for the Board Note
board; 45% are encouraging employees to test it.a
Encourage safe experimentation with
GenAI but require outcome-driven
CIOs see the potential value in GenAI, with 90% indicating a moderate intention. Better emails and prettier
or extensive potential value. b slides won’t deliver the deep
productivity and strong growth
organizations need to remain
competitive.
One in five executive leaders are already piloting or producing GenAI.c
Help your executive team manage
the balance between the fear of
missing out on GenAI and ensuring
30% of surveyed CIOs and tech leaders rank AI as a top priority or adequate forward action with
among their top priorities.d appropriate levels of rigor.

68% of executives see more benefits than risks from GenAI.c

Source: a 2024 Gartner Board of Directors Survey; b 2024 Gartner CIO Generative AI Survey; c Gartner Beyond the Hype: Enterprise Impact of ChatGPT and Generative AI; d 2023 Gartner AI Survey

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Advisory/Governance Structures

Executive Executive CAIO

Ethics Department Department Department

IT COE
Advisory
Steward Steward Steward

Department Department Department

IT as service provider
Low Scale
Common Practice from Data
Non-Exec
Ethics Executive
Advisory

AI Assurance
CD/AIO
and Audit

Department Department Department Department Department

IT IT IT IT IT
Sub Sub Sub
Department Department Department
40
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IT High Scale
AI Organization Should Align With AI Maturity

2027?

2025?
Now?

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Recommendations

1 2 3 4
Exploit the hype Prioritize Mitigate Risk Develop Capability
to drive policy Initiatives

• Many are excited • Value to Purpose • Provide a safe • Assess current

space for capability
• ChatGPT is only – Mission experimentation
one large language • Build a path to
model – Costs • Deliver in stages develop to your
– Risk Reduction needs
• There are many • Start with human-in-
other uses of AI • Feasibility the-loop • Don’t forget external
threat
• This is an – Technical • Scale when residual
opportunity risk is shown to be
– Organizational acceptable
– AND Societal

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Projected cost, productivity or revenue change in the next 12-18
months

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