China is expanding its global leadership in a global ai intelligence by focusing on a range of core best practices that can inspire industry-wide piloting and adopting artificial intelligence for specific use cases.
The U.S. ranks second, by percentage of active participants, thanks to its booming start-ups.
China's new generation of artificial intelligence development program launched in 2017 is achieving strong results and has become a topic of national pride.
BCG found that AI's impact on key industries is faster than the ability of many countries to build governance and growth frameworks. Research Minds (AI) at Boston Consulting Group: Leadership led Caterpillar To announce earlier this month that it provided insight into China's emerging AI global leadership. A copy of the study can be downloaded here (PDF, 20 pages, no option to join). BCG's research focuses on the drivers of success in aiintelligence implementation and is based on a global survey of more than 2,700 managers in seven countries. For additional details about this approach, see page 4 of the study.
The study found that there was a strong link between bold, disruptively friendly management, including actively putting AI on the agenda, encouraging rapid development and piloting, and promoting cross-functional, agile research and development, all of which led to leadership in the AI industry. Because these factors, combined with their shorter innovation cycles than their peers, Chinese organizations are leading artificial intelligence. BCG found that structural improvements at the national level did play an important role in laying the foundation for agrowth in aiintelligence - data infrastructure, research centers and networks, and investment in higher education in IT and data-related areas.
Key insights from the BCG study illustrate China's dominance in artificial intelligence, including the following:
Eighty-five percent of Chinese companies are active participants in the field of artificial intelligence, leading all seven countries in research.
BCG defines active participants as companies that have made real progress in realizing the value of artificial intelligence in two ways: they have begun to integrate AI into some existing processes or are currently running pilot programs, and their efforts have been generally successful so far. China's dominance can be attributed to a new generation of artificial intelligence development series launched in 2017, which is achieving strong results.
China's aI dominance involves multiple industries, while most countries focus on only a few.
BCG interviewed 500 Chinese companies and found that the impact of its next-generation AI development program in 2017 is successfully influencing apilot of artificial intelligence across industries, using and successfully implementing ai intelligence programs. Unlike the United States and other countries, China's overall lead in extracting value from AI is not driven by the strong dominance of one or two specific industries;
The success of AI piloting and adoption depends more on the company's unique strengths and importance than on industry characteristics
。 BCG found that in AI pilot, adoption and long-term success at the relative level of success, the industry pattern is heterogeneous. The success of Artificial Intelligence has a lot to do with the technology infrastructure, available skills, execution speed and responsiveness, and the support of each company's senior management. The findings explain why U.S. start-ups are major players in artificial intelligence. They usually have small engineering and research and development teams, made up of skilled and skilled professionals who operate much faster than their competitors. BCG also found that industrial engineering companies were strong in Germany, with active participants (84 per cent of the share) but weak in France. In contrast, data-rich consumer retailers are more powerful in France than in Germany.
The U.S. ranks second in terms of active players due to its booming start-up.
Stressing the importance of start-ups providing investment tax incentives in new technologies, the U.S. is currently in second place, largely because of the high level of aI activity at digital start-ups. Seventy-six percent of U.S. companies are active participants and report past implementation success rates of more than 90 percent. Outside the start-up ecosystem, the adoption and success rate of artificial intelligence is more complex.
Strategies and practices that allowEd Germany and other powers to lead previous technological innovations have prevented them from rapidly using artificial intelligence.
BCG has found that the changes that artificial intelligence can unlock are disruptive, changing the way the entire process works and the role that humans play in it, so the way companies innovate must also be disruptive. A meticulous focus on research and development and the success of its organization, as well as a risk-averse approach to change, are preventing countries from accelerating their ai intelligence strategies. Even with the right infrastructure, data and skills, these barriers can slow aI progress across industries.
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