AI Generative,, AgenticAnd other emerging technologies transform companies and push companies to rethink organizational structures and traditional roles.
Also: Adobe brings four first -rate first pro features
It is according to the latest report by Consultant Accenture, ‘Rethink operating models for modern business‘. Research suggests that current IT processes will not allow companies to stay ahead of technological disturbances, so even if it continues to play a key role, advising the C Suite C and technological deployments of the C-Suite suite across the organization, it is necessary to turn away from traditional operating models to specialized services focused on the supply of value at the speed of needs.
A technology objective focused on technology in suite C means answer the following questions: CEO – How to use the technology to stimulate growth?; CIO – How to use technology to provide value to business?; CXO – How to use technology to make my function more productive and efficient?
Also: Subscribers and chatgpt income flies in 2025 – this is why
Rethinking the technology and the role of it will produce a transition from the traditional model to a model focused on commercial technologies. An example will be the passage of a large dedicated computer team which traditionally manages the technological needs of an organization, supervised and led by IOC, to more targeted IT teams that will carry out strategic and high value activities and will help stimulate the technological innovation strategy as a strategy Gen ai manages many routine computer tasks.
Another change will be expenses and budget allowances. Traditionally, CIOs manage the company’s computer budget and allowance. In the new model, IT investment expenditure on a business level continue to be assessed and guided by the IOC, and certain corporate technological investments are now governed and funded by commercial units.
Accenture identifies a new framework to rethink the role of technology and the evolutionary nature of it in the modern company led by technology:
- Amplified intelligence: Consider how human capacities and machines will lead to new efficiency and a significant change in the way technology is managed and governed.
- Dynamic skills: Consider how new tools, service provisioning models and roles stimulate the need for learning and continuous reduction – and by triggering power. AI-increase workflows allow more lean computer teams to concentrate their superpowers on growth in growth and cost reduction for organization. The managed services of compatible AI partners allow IT teams to automate key workloads, provide services faster and fill knowledge gaps as workers retire or redeploy. The relationship between the CEO and the leaders of technology will evolve as the technological strategy and the commercial priorities converge.
- Fluid limits: Consider how access to data and technology is democratized through the company, which leads to more flat organizations and interfunctional teams. The broad availability of Gen Ai tools will scramble the border between sales teams and IT teams, which will result in integrated commercial technology. The C and the board of directors will more commonly become technology to stimulate growth. The modernization of the data foundation will be the key to obtaining results with new technologies.
- Adaptable structures: Consider how AI modifies the motivation of employees and the reset of the expectations of the structure of the teams and its dynamics while humans and machines collaborate. Incitations and a culture of trust will standardize AI and adoption. Reflected changes in employee culture will help stimulate adoption and confidence. The tablet cycles will modify agile work flows and endowment models.
Amplified intelligence
Key information of amplified intelligence focuses on the future of digital work and The impact of AI in business. Accenture identifies three key dishes:
- The breakthroughs in human intelligence and machine require that business leaders improve their mastery and their technical sense. Amplified intelligence is a world where people and machines work better, faster and smarter to improve efficiency through organization.
- AI agents and cognitive digital brains will provide a front leap in the way technology supports computer teams. As technology improves, it begins to manage, work independently and repair the defects without intervention by developers.
- A culture of trust is necessary for new technologies to offer a commercial value, which stimulates the need for large -scale responsible AI. The generation has changed nature. This pushes CIOs to focus on the definition of responsible policies and governance models to strengthen trust in technology. And this stimulates an urgent need for executives at all levels, including the CEO, to improve their technical mastery and its meaning.
Cognitive digital brain
The rise of AI agents and the digital cognitive brain will reshape the IT function and its responsibilities. Above all, Accenture suggests that the most important characteristic of AI is its ability to learn.
Also: I tried the new chatgpt image generator, and it broke my expectations
A cognitive digital brain is a system that can understand – and act more and more – at a higher level than ever. It will become the central nervous system of the company’s decision -making and continuous learning. Cognitive digital brains are made up of four interconnected layers:
- Awareness: Technologies such as knowledge graphics and vector databases bring together, organize and structure data in the company and beyond.
- Models: Gen AI models on a large scale and classic models of learning and learning in depth, perform critical thinking and reasoning tasks to transform data into action.
- Agents: These problems of problems can tackle tasks with a minimum of human entry, learn and develop over time, and make recommendations for planning and adaptation.
- Architecture: A complete dorsal thorn transforms AI’s experiences into corporate solutions, democratizing intelligence through the organization in a reproducible way so that solutions can be done once and reused.
Today, agentic AI does not only answer questions – it is created. Agents take measures independently. And that changes everything on how companies led by technology must design, deploy and manage new technologies in the future. We build Autonomous autonomous companies using an agency AI Where humans and machines work together to offer the success of customers. However, agency administration with software or machines will require new currency. Confidence is the new currency of AI.
Accenture questioned more than 4,000 executives in some of the largest companies in the world. Three -quarters (77%) said they thought the advantages of AI are only achievable when AI is built on a confidence basis; An even higher part of respondents (81%) said that the strategy of trusting their organization should be well defined and evolve in parallel with their technological strategy.
Also: Why should you ignore 99% of AI tools – and what four I use every day
Governance models and Policies must adapt to this reality. Microsoft’s search suggests that 75% of knowledge workers report with Gen AI tools, so make sure that these people understand the technology they use. In the future, IT teams will have the role of communication with their organizations how the AI ​​generation makes its decisions and how the context influences its results.
Action opportunities
Accenture has shared lessons on computer reinvention based on more than 2,000 projects led by an AI with customers around the world. Here are the key actions that managers can take now:
- Reinvent your business through technology: Connect each point of your computer strategy to the commercial agenda and create clear measures that connect each technological initiative to a specific commercial result. Identify where AI, emerging data and technologies can provide value in your organization. Double team-oriented teams and use them to create a new digital product portfolio to stimulate income growth.
- Flatten hierarchies with technological leadership and workforce: Create new hybrid roles that combine commercial and technical expertise. Build AI and automation capacities through organization, underground with an ethical framework for the deployment of AI. Establish technology as a basic leadership competence at the levels of the board of directors and the C Suite C. Develop technological technology and AI programs for your workforce.
- Accelerate the adoption of AI with partnerships: Build an ecosystem of a strategic technological partner with additional capacities that fill the gaps in talents and technology. Implement a clear partner executive that will manage relationships with partners and will measure value. Create platform teams focused on the scale of priority initiatives using AI. Create joint innovation programs with key partners and use their capacities to quickly evolve your innovations.
To learn more about how to rethink its operating models for the modern company, visit here.