适应性强的企业：为什么人工智能的准备是颠覆性的准备

The adaptable Why AI readiness is disruption readiness Michael FerrisSenior Vice President, Chief Operating Officer, and Chief Strategy Officer About the author Michael Ferrisis Senior Vice President, Chief Operating Officer, and Chief Strategy Officer at Red Hat. In this role, he is focusedon building the company’s global business strategy across all offerings and services, mergers and acquisitions, market-making For more than 25 years at Red Hat, Ferris has focused on the value of the company’s business model and serving the needs ofcustomers, partners and open source communities. He served as the first product manager for Red Hat® Enterprise Linux®, andhe later led the evolution of Red Hat’s subscriptions from capacity to consumption models. This allowed for Red Hat products on Ferris has also worked to define the company’s business architecture, leading strategy and business negotiations on high-profile partnerships as well. These efforts have enabled Red Hat to combine the open source development model with its value Ferris is an inventor or co-inventor of more than 85 issued U.S. patents in the cloud computing space, all of which are coveredunder Red Hat’s patent promise in support and defense of open source development. Table of Introduction: The new normal is not normal There is nothing normal about the pace of change weface today. Technological disruption is rarely predictable,but the days where leaders could wait and see whatadvancements are worthy of adoption are waning. In fact, Artificial intelligence (AI) is a fundamental shift in the current,with the potential to reshape every industry it touches. Themarket for AI is projected to grow exponentially, with Gartner®indicating that, “worldwide generative AI (GenAI) spendingis expected to total $644 billion in 2025, an increase of In the past, we often compared IT innovation to wavesforming on the horizon—change we could see coming.Today’s pace, accelerated by growing technological Many of you are likely asking yourselves—and your leadershipteams—what should your organization’s AI strategy be?You might already be developing your approach. But if youhaven’t addressed your ability to adapt more broadly, you Many of you are likelyasking yourselves—and your leadershipteams—what shouldyour organization’s Because an enterprise built to adapt to disruption is anenterprise built for AI (and everything that may come after). From resiliency toadaptability and durability An adaptable organization is one that adopts and activelymaintains a culture and strategic mindset that rewards rapidinnovation and provides the technologies, tools, and supportthat allows people to thrive (not just survive) in the face of Durability is closely linked withadaptability, the ability toadjust strategy to shift resources, processes, and toolsin response to dynamic global markets. Enterprises alsoneed adaptable associates, which requires investments A durable enterprise doesn’t just recover; it continuouslydelivers value while the world is changing around it. Itscultural and technological foundations allow it to adapt,evolve, and seize opportunities without being thrown Getting these twin pillars right prepares your organizationfor change, giving teams the context and capability to act onyour AI strategy. The work doesn’t begin when you deploy amodel; it starts with a clear-eyed view of your business goals. Ask these questions to help discoveryour best course of action: What improvements can you make to your internalprocesses to respond more efficiently or quickly? How are your customers responding towhat your organization offers today? How can you improve or expand those Are there other opportunities (now oron the horizon) to create more valuefor customers or greater efficiency or What technological trends or nascentinnovations could impact (or disrupt) yourcapabilities or offer new opportunities? The blueprint for a durable,adaptable AI-ready enterprise Now that you’ve identified your challenges and established goals for your work, how do you build a foundation that doesn’t justbounce back in the face of change, but evolves and thrives through it? As Red Hat’s Chief Strategy Officer, I work alongsideproduct teams to weave AI into our offerings and have a front row seat as our associates adopt and refine AI tools and processes. Technology alone won’t get you there. Durability andadaptability come from an organization’s people. AtRed Hat, our open culture is our greatest competitiveadvantage. Nurturing this culture means allowing employeesto take risks, experiment, fail, adapt, and try again. This Before you can build, you must have a blueprint. AI cando many things, but what do you need it to do? Avoidthe temptation to wander the technological wilderness Focus on business outcomes.Dig deeply intoyour teams’ feedback and customer conversationsto identify specific, high-value business challengesor opportunities. Is it about improving developer Embr