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NashSquared/HarveyNash
DigitalLeadershipReport
AMEETINGOFMINDS?
2
Ameetingofminds?
BevWhite
CEO
NashSquared
Itwon’tsurpriseyouthatthisyear’sNashSquared/HarveyNash
DigitalLeadershipReport(DLR)focusesheavilyonartificialintelligence(AI).We’vebeentrackingAIadoptionsince2009.Likeotherpivotal
technologyshiftswe’veseen(cloudinthe2010s,remoteworkingin2021)thisfeelslikeamomentwhenallthedialsaremovingatonce.
Butit’snotjusttechnologythat’schanging.Geopoliticaluncertaintyismakingbusinessplanningtougherand,formany,budgets
tighter.Atthesametime,evolvingexpectationsaroundcorporateresponsibilityandtheroleofbusinessinsocietyareprompting
organisationstorethinktheirpurpose.
Backin2021,wethoughtwe’dseenthepeakofdisruptioninthepost-pandemicworld.Now,we’renotsosure.
Almosteveryorganisationhastore-evaluatehowittransacts
businessinthisnewvolatileworld,andhowtoconnectmoredeeplywiththecustomer.
Amidthechaos,bringingthehuman-like‘mind’ofAItogether
withthecreative,nuancedworldofreal-lifehumansoffers
enormouspotential.Atitscoreisdata,helpingorganisations
understandtheirbusinessonadeeperlevelanddeployingAIandroboticstoturnideasintorealities.Itreallyisanexcitingtimetobeinbusiness.
Butunlockingthatpotentialrequiresmorethanmeetingthe‘minds’ofmachines.Itcallsforameetingofhumanminds–between
customersandcompanies,betweenthetechfunctionandtheteamstheyserve,andbetweendigitalleadersandtheirpeople.
Atagloballevel,alignmentbetweenminds–acrosscultures,sectorsandcountries–hasneverbeenmorevital.Theseissuesmaystretchbeyondtheboundariesofthisreport,butour26-yearperspective
givesusawindowin.
Progresshappensnotwhenmindscompete,butwhentheyconnect.
5THINGSTODOWITHTHISREPORT
AIinaction
Readreal-world
experiencesofhowyour
peersareusingAI
Trendspotting
Exploretrendsbysector,
regionandorganisationalsize
Techspend
Benchmarkyourinvestmentacrosssectors
Buildyour
businesscase
Seehowothersarejustifyingspendingintimesofuncertainty
Salarycheck
Engagewithourteamslocallytobenchmarkyoursalary
CONTENTS
Introduction2
Keytakeaways4
Infographic5
Investmenttrends,budgetsandmacrofactors6
Budgetsandheadcount6
Budgetgrowthbysectorandsize7
Boardpriorities8
Artificialintelligence10
WhereisAIworking?13
Top5large-scaleapplicationsofAI13
AIinaction-digitalleaderssharetheirstories14
Technologyinvestmentandchallenges17
Thetechnologymaturityindex18
Definitionofmajorcyberattackchanging20
Talentandworkforce22
Talentshortages22
Cybersecurityandsoftware23
Hybridworking24
DEI–isitworking?27
EngagingGenZ27
Neurodiversity28
Womenintechnology29
Thecareerofthedigitalleader30
Netzeroandcorporatesocialresponsibility33
Regionalleaguetables37
Sectorleaguetables38
Companysizeleaguetables40
ABOUTTHESURVEY
122,000
datapoints
26
yearsofdata
Aboutthisreport
The2025NashSquared/HarveyNashDLRistheworld’slargestandlongest-runningsurveyofseniortechnologydecision-makers.Launchedin1998andpreviouslycalledtheCIOSurvey,ithasbeenaninfluentialandrespectedindicatorofmajortrends
inthetechnologyanddigitalindustriesfor2decades.Thisyear,asurveyof2,015
technologyanddigitalleaderstookplacebetween13December2024and26March2025,across62countries.Thisperiodcapturestheimpactofmajorgeopolitical
changesthatoccurredfollowingthechangeofadministrationintheUS.
ThelastDLRwaspublishedinlate2023.Inresponsetodigitalleaderfeedbackwe’vetimedthecurrenteditionearlierintheyeartobetteralignwithinvestmentcycles.Theperiodbetweenthe2023and2025DLRswas16months.
2,015
respondents
62
countries
3
8keytakeaways
4.Skillsgapsshift–andAItopsthelist
AIhasjumpedtothenumber1skills
shortage,upfromsixthlastyearand
thesteepestrisewehaveeverseen.
Butit’snotalone:cybersecurityand
automationarealsoinshortsupply.
Meanwhile,demandforsoftware
engineersandenterprisearchitectshasdipped,partlyduetoAIhelpingbridgelong-standinggapsintheseareas.
2.AImovesfrompilottoproductivity
AIhasshiftedfromexperiment
toexecution.Theproportionof
organisationsrunninglarge-scaleAIimplementationshasnearlydoubled,and1in3reportclearreturnon
investment(ROI).Butthebiggest
barrierisn’tthetech–it’sprovingthebusinesscase.AIisalsochangingthekindofpeopleleaderswanttohire.
3.Cybercrimejumps
Afteryearsofdecline,major
cyberattacksarerisingagain.Halfof
leadersnowworryaboutthreatsfromforeignpowers,whileinsiderrisksare
alsoontherise.Withcybersecurityseenbymanyasthecostofdoingbusiness,thepressuretojustifypreventionspendisgrowing,butsoisthedamageof
inaction.
1.Investmentslows,butprioritiessharpen
Technologybudgetsandheadcountgrowthhaveslowedtothelowest
levelinadecade.Globaleconomic
pressuresandpoliticaluncertaintyareweighingheavily,butinvestmenthasn’tvanished–it’sjustmoreselective.
BoardsaremostattractedtoclearbusinesscasestiedtooperationalefficiencyandAI-poweredgrowth.
6.Hybridharmony–ortension?
3daysintheofficeisthenewnorm,butnoteveryone’shappy.While
leadersfeeltheirhybridapproachisworking,employeedissatisfactionishigherinorganisationswithstrictermandates.Flexibleworkingremainskeytoattractingtalent,andwhat
feelsfinetodaycouldquicklyshiftashiringpicksup.
7.Diversityinfocus,butgenderequityflatlines
Diversity,equityandinclusion(DEI)
effortsremainstrongdespiteshifting
politicalwinds.Thisispartlybecauseitmakesbusinesssense.Aroundone-fifthofatechteamcouldbeconsidered
neurodivergent,andnearlyhalfof
leadersaresupportive.OrganisationsthatengagewithGenZaremaking
moreprogressinAI.Butprogresson
genderisstuck:just23%oftechteamsarewomen–thesameas2yearsago.
8.Digitalleadersgetpragmatic
Theinfluenceofdigitalleadersremainssteady,butstayingpowerisshort–mostexpecttoleavetheirrolewithin3.3years.AIanddatasuccessaredrivingthe
biggestpayrises,butit’sthehungerforchallengethatkeepsleadersmotivated.Whenaskedwhytheytookthejob,
nearlyhalfsaid:“exciting,rewardingchallenges”.
5.Outsourcingup,retentionuncertain
Asmarketsstayunpredictable,more
digitalleadersareleaningonoutsourcingtoflexwithdemand.While80%expect
toretaintheirtoppeople,44%of
techworkerssaytheyplantoleave.
Engagement,notjustretention,isthe
newbattleground–especiallyashybridmodelsevolveandcandidatesdemandflexibility.
4
DIGITALLEADERSHIPREPORT2025
ATAGLANCE
BUDGETS&GROWTH
1
39%
growth—slowestin
adecade
bigjumpin
operational
efficiencyasa
boardpriority
?
geopolitical
uncertainty
driving
caution
expecttechbudget
cs
19%
large-scaleAI
projects
(upfrom10%)
AI
33%
51%
employees
TopusecasesforAI
1.Software
development
2.Helpdesk
3.Marketing
reportclearROI
BUT
nowrunning
notupskilling
CYBERSECURITYBACKINFOCUS
29%
fear
experienceda
majorattack
foreignpowers
organisedcyber-crimeremains
number1fear
42%
BUT
fearattacksfrominsiders
challengesjustifyinginvestmentinthe invisibleremain
haveanet-zero
targetandexpect
tomeetit
53%
SKILLS&TALENT
Top3
in-demandskills
1.AI
2.Data&Analytics
3.Cyber
AIisthefastest
growingskills
shortagein16years
65%
prioritiseAIskills
overexperience
17%
tobefulfilledbyAIin
thefuture
outsourcingtogrow
oftechhiringexpected
ofdigitalleaders
HYBRIDWORKING
employee
dissatisfactionup
mandatedofficedaysup
ROLEOFTHEDIGITALLEADER
65%
committee
hared
apayrise
AIakeydriver
ofsalary
increases
areontheexec
GOODFORTHEWORLD?
believeregulationof
BUT
47%
62%
bigtechcompanies
believetechwill
helpachieve
netzero
notheadinginthe
rightdirection
5
1.Investmenttrends,budgetsandmacrofactorsDIGITALLEADERSHIPREPORT2025
Budgetsandheadcount
1.INVESTMENTTRENDS,BUDGETS
Thisyear,we’veseencontinueddownwardpressureontechnologybudgetsandheadcount.Globally,there’sstillgrowth,butat
itslowestpointinadecade.Sluggisheconomicconditionsand
geopoliticaluncertainty,coupledwiththedriveforefficiency,havemadeorganisationsmorecautiousabouttheirinvestment.
ANDMACROFACTORS
Expectingtechnologybudgetincreases
56%60%52%
43%
43%47%42%
49%
45%
36%39%43%42%
39%
46%44%45%46%
25%28%
20052006200720082009201020112012201320142015201620172018201920202021202220232025*
Organisationsexpectingtechbudgetincreasesinnext12months.
Expectingtechnologyheadcountincreases
InourpreviousDLR,weobservedthatexpectationsfortechnologybudgetandheadcountgrowthpeakedintheimmediatepost-
pandemicperiod,beforedecliningtolevelsmoreconsistentwithlong-termtrends.
Thisyear,whileglobaltechnologyinvestmentcontinuestorise,its
growthratehasdeclinedfurther–tothelowestlevelinadecade.
62%58%
51%47%
50%
Andwhilethereremainsgrowth,thepost-pandemicinvestmentboomappearstobeover–fornow.
44%44%44%
43%
45%
41%40%41%
41%
Thebiggerpicture
.
Technologyinvestmentreflectsthewidereconomy.FormostcountrieseconomicgrowthhasbeensluggishandforsometherehasbeennoneAndwhereorganisationshaveseengrowthithasoftenbeenhard
20112012201320142015201620172018201920202021202220232025*
OrganisationsexpectingITtechnologyheadcountgrowthinthenext12months.
foughtfor.
3%)41%SI
%939%Increase
Organisationsplanforheadcount
Organisationsplanforbudget
Fiscalpressureshavealsohadaneffect.InpartsofEurope,highercorporateandemploymenttaxratesandsocialsecuritylevieshaveplacedadditionalstrainonbusinesses,whileintheUS,discussionsaroundpayrolltaxadjustmentscontinuetoshapehiringdecisions.
Asweshowinthisreport,investmentdoesremain,butthedigital
Staythesame
Decrease
leadersattractingbudgetgrowthhaveaclear-cutbusinesscaseoftencentredaroundtheorganisation’soveralloperationalefficiencyaimsorrevenuegrowth.AIisacommontheme.
41%
Movingforward,concernscausedbyanincreasinglyunpredictable
Howdoyouexpectyourtechnology
headcounttochangeinnext12months?
Howdoyouexpectyourtechnologybudgettochangeinnext12months?
geopoliticalandeconomicenvironmenthavefuelleduncertaintyandcaution.Businessesthriveonstabilityandwouldoftenrathercontendwithbadnewsthanoperateinaclimateofambiguity.However,
ambiguitycanoftencreateopportunity.
*The
6
lastDLRwaspublishedinlate2023.We’vetimedthecurrentedition16monthslatertobetteralignwithinvestmentcycles.
Ofcourse,withanydata,detailsarecrucialandinvestmentgrowthisnotevenly
distributedacrosssectors.‘Technology’leadstheway(48%ofrespondentsexpectbudgetincreases),continuingthehighgrowthwereportedinourlastDLR.Acrosstheworld,manygovernmentsandlargeorganisationshaveannouncedbiginvestmentsintheinfrastructuretosupportdigitaltransformation(muchofitwithanAIflavour),andweseethisreflectedinbudgetexpectations.
Therearealsostrongexpectationsinboth‘financialservices’and’power/utilities’at46%.
Whiletraditionalbankingremainsresilient,thewiderfinancialecosystem–particularlyfintechinnovationandalternativelending–appearstobeexperiencingevengreatermomentum.
Thepower/utilitiessectorhasseenincreasingglobalinvestmentinenergyinfrastructure,
renewableprojects,andgridmodernisation,asindustriesandgovernmentsprioritiseenergysecurityandsustainability.
Meanwhile,‘government’and‘education’facenotablechallenges,reflectingbroaderfundingandeconomicpressuresandshiftingconsumerbehaviours.
Inourlastreport,‘manufacturing/automotive’toppedthetable,andhassincedropped
significantly.Thereisawiderangeoffactorsinfluencingthissector,fromtheswitchingof
focustoelectricvehiclestoitsexposuretoaglobalsupplychainnetworkthatisparticularlysusceptibletogeopoliticalchanges.
Organisationsexpectingabudgetincreasebysector
TechnologyFinancialservicesPower&utilities
Business/professionalservices
Globalaverage
Construction/engineeringHealthcare
Manufacturing/automotiveRetail
Transport/logistics
TelecommunicationsPharmaceuticals EducationGovernment
48%
mm46%mm46%
44%
39%
38%
35%
35%
35%
35%
32%
31%
25%
25%
Howdoyouexpectyourtechnologybudgettochangeinthenext12months?‘Increase’.
Budgetincreaseexpectationsbyorganisationalsize
Over$250m$50-$250m
Howdoyouexpectyourtechnologybudgettochangeinthenext12months?
Under$50m
28%34%38%
22%41%37%
19%41%40%
DecreaseStaythesameIncrease
Smallerorganisations–thosewithtechnologybudgetsbelow$50million–
arethemostlikelytoanticipateanincreaseinspending.Thosethatarestart-upsandscale-upsmayhaveaccesstofundingthatislesssusceptibleto
short-termmacrotrends.Smallerorganisationsalsooftenhavegreateragility,enablingthemtoexplorenewmarketsoradjusttheiroperatingmodelsmorerapidlythanlargerenterprises.
Beingsmallalsoremovesmanyofthe‘ceiling’effectsthatlargerorganisationsencounterwhentryingtopenetrateamarket.Whilemajorenterprisesoften
facesaturationpointsorregulatoryhurdlesthatlimitexpansion,smallercompaniescanscalewithoutthesameleveloforganisationalinertia.
1.Investmenttrends,budgetsandmacrofactorsDIGITALLEADERSHIPREPORT2025
7
1.Investmenttrends,budgetsandmacrofactorsDIGITALLEADERSHIPREPORT2025
Boardpriorities
2025(%)PreviousDLR(%)Change
Improvingoperationalefficiency
53%
46%
↑7%
Developingnewproductsandservices
36%
35%
↑1%
Enablingtheworkforcetobemoreproductive
30%
28%
↑2%
Gainingactionableinsightsfromdata
28%
28%
→0%
Improvingcustomerexperienceandaccessibility
27%
34%
↓7%
Whatarethetopbusinessaimsthatyourmanagementboardislookingfortechnologytoaddress?
It’snosurprisethattheboard’sfocusontechnologyremainsinward-looking,with
‘operationalefficiency’itstoppriority.Thiswasthecaselastyearaswell,butthe
urgencyhasintensified–risingfrom46%to53%ofdigitalleaderscitingitasakeyfocus.
Whileoperationalefficiencyisthetoppriority,whengivenachoicebetweenusingtechnologyto‘makemoney’or‘savemoney,’two-thirdsofCEOsprioritisegrowth.Outward-facinginitiatives–suchas‘developingnewproducts’and‘improving
customerexperience’remaincritical.
Theyallneedtobeontheagendaofyournextboardmeeting,but–asthisreporthighlights–justmakesureyouputoperationalefficiencyfirst.
Furtherreading
Datasheet:Technologybudgetsasaproportionofrevenueby
sector,NashSquared.
39ofthisreport.
Datasheet:Technologybudgetandheadcountgrowthbyregion,NashSquared.
Page37ofthisreport.
AndyHeyes
ManagingDirector,
HarveyNashUK&Ireland,CentralEuropeandSpinks
Challengingtimesoratimetochallenge?
Organisationscravecertainty.Butasthisyear’sreportshows,digital
leadersarenavigatingalandscapewherepredictabilityisinshort
supply.Markets,regulation,politics,customerdemand,andthepaceoftechnologicalchangeareallmovingtargets–makingithardertoplanwithconfidence.
Yetbeneaththeturbulence,onetrendstandsout:arenewedfocusonoperationalefficiency.
Thatmightsoundlikebusinessasusual,butitisn’t.In2025,efficiency
isn’tjustaboutcosts,it’saboutprecision.It’saboutsharpeningthe
organisation’sfocusonwhattrulydrivesvalue.Andincreasingly,it’saboutusingtechnology–especiallyAI–notjusttostreamline,buttoamplify
whatteamscanachieve.
Timetochallenge
Byfreeinguptime,expandingcapacityandimprovingdecision-making,operationalefficiencybecomesaplatformforreinvention.Itallows
organisationstochallengeassumptions,reimagineprocessesand
strengthenrelationshipswithcustomers,partnersandemployeesalike.
Inuncertaintimes,it’snotjustaboutcoping.It’saboutchallengingthestatusquoandusingthismomenttobuildsomethingstronger.
8
1.Investmenttrends,budgetsandmacrofactorsDIGITALLEADERSHIPREPORT2025
Q:Whatimprovesapitchtotheboardfortechinvestment,beyondsimplythebusinesscase?
JonChu
CEO,Revolv,NewYork,US
“Thebesttechinvestmentpitchesaren’tjustaboutROI—theycreateurgency.Boardmembersneedtoseehowtheinvestmentsecuresacompetitiveadvantage,mitigatesrisk,andscalesefficiency.
WhenrollingoutanAI-drivendataplatform,
Iframeditaroundreducingdecisionlatency
andimprovingdataaccuracy—ensuringfaster
executionandregulatoryreadiness.Thestrongest
pitchesshifttheconversationfrom‘Whyinvest?’to‘Howsooncanweimplement?”
SlawekSoszynski
CIO/CTO,INGBankSlaski,Warsaw,Poland
“Asamanagementboardmember,thebesttechinvestmentpitchincludes:(a)clear
alignmentwithbusinessstrategy,showing
supportforlong-termgoalslikeefficiency
andgrowth,(b)tangibleoutcomeswith
demonstrableROIandacleartimeline,(c)
useofnarrativestosimplifycomplextech
conceptsandinspirewithacompellingvision,and(d)positiveenergyandresponsivenessto
feedbackfromthepitchdeliveryteam.”
JoGraham
ChiefDigitalInformationOfficer,Pharmacy2U,Leeds,UK
“Ifaninvestment/businesscaseispartofawiderstrategic
AnkurAnand
CIO,
NashSquared,London,UK
“Boardsareincreasinglylookingforassurancesthattechnologyinitiativesarenotonlycost-justified
butareintegraltothefirm’sbroaderambitions,
beitgrowth,resilience,ESG,orcompetitive
differentiation.Acompellingpitchthatlinksthe
proposedinvestmenttothecompany’sstrategy,
supportedbyclearmetrics,riskmitigation,andaroadmapforadoption,helpsshifttheconversationfromcosttovalue.Framingitintermsthe
boardunderstands—outcomes,customerandshareholdervalue—ratherthantechnicaljargon,increasesbothclarityandconfidence.”
JasonDunham
ChiefInformationOfficer,StudentLoansCompany,Glasgow,UK
journeywitharoadmap,theboardismorelikelytoseeitas
morethanapiecemealproject.Aninvestmentthatenables
furtherbenefitsorispartofatechecosystemmakesapowerfulpitch.Itshowsplanning3-5yearsout,withtechthinking
beyondtheimmediatelandscapeandbehavingstrategically.”
“Whenpitchingtotheboard,rememberthesekeypoints:
?Knowtheaudience:tailormessagestodifferentboardmembers.
?Clarity:clearlyarticulatethecustomerproposition,marketopportunity,andbusinessmodel.
?Simplicity:keeppresentationssimpleandhighlightcommercialsuccess.
?Team:showcaseyourteamandtheirstrengths,aspeopleinvestinpeople,notjustideas.”
9
2.ArtificialintelligenceDIGITALLEADERSHIPREPORT2025
InvestmentinAIincreases
2.ARTIFICIAL
AIinvestmenthasacceleratedoverthepastyearasdigitalleadersuncovermoreusecasesdeliveringmeasurableresults.AlthoughAIhasbeenaroundfordecades,manytracetheir‘a(chǎn)ha’momenttotheirfirstencounterwith
ChatGPT.Inthatsense,AIisamerebabyintechnologytermsandthereremainplentyofgrowingpains.
INTELLIGENCE
ExplosioninAIinvestment
202510%33%38%19%
InourlastDLR,wereportedhowthemajorityofdigitalleadershadexperimentedwithAI.Somehadshownpromisingresults,butveryfewreportedbreakthroughs.Andformanydigital
leaders,thereareenoughotherthingstobegettingonwith.“Thebiggestthingonmymindrightnowishowtodealwithtechnicaldebtandlegacyintegration,nottheopportunityofAI”reportedasurveyrespondent.
202341%23%26%10%NonePilotingSmallscaleLargescale
Howwouldyoucharacteriseyourinvestmentinartificialintelligence/machinelearning?
Butpushedbytheboard’sdriveforoperationalefficiency,
Reductioninexistingtechhiringneeds
astrongdesiretogetclosertothecustomerandfearof
missingout(FOMO),thingshavemovedon.Large-scale
implementationshaverisensignificantlyfrom10%to19%(a90%increase),withthemajority(57%)havingatleastasmallimplementation.
Yes
No
17%
1in3organisationsnowreportclear,demonstrableROIfromAI.Thesectorsleadingthewayare‘telecommunications’and‘technology’,wheretheimpactoncallcentreoperationsandcustomerexperienceisparticularlysignificant.
Largerorganisations–thosewithtechnologybudgets
Haveyouseenaspecificproject
usingAI/GenAIwheretherehas
beenademonstrableROIbeyond
initialpiloting?
exceedingUS$500million–arefarmorelikelytoseereturnsfromAI.Morethanhalfofthisgroupreportsmeasurable
ROI.Thisislargelyduetotheirscale:theyhavemore
opportunitiestotestandscaleinitiatives,greaterresourcestoinvest,andoftenastructuredapproachtoinnovationandpilotingnewtechnologies.
TowhatdegreedoyouthinktheuseofAI/GenAI
willreduceyourfuturehiringneedsforexisting
rolesinthenext2years?
10
AIorganisationsrecruitmorepeople
Two-thirdsconsiderAItheequivalentto3years’techexperience
51%
41%
36%
30%
35%
GenAIcandidate
23%
19%
Non-GenAIcandidate
65%
Same
Decrease
Increase
IfyouwerepresentedwithasoftwaredeveloperwithexcellentGenAIskillsand
Orgswithlarge-scaleAIimplementationsGlobalaverage
2years’experience,andsomeonewithnoGenAIskillsand5years’experience,
whichcandidatewouldbepreferable?
Organisationsplanningtoincreasetechheadcountinthenextyear.
Theheadline-grabbingeffectofAIonjobsisobvious,buttherealstoryisinthe
potential.Asonedigitalleadercommented,“IfIwasfacedwithabinarychoiceforAIinvestment–makeuscheaperormakeusbetter–Iwouldchoose‘better’.It’sthefastestwaytosustainableprofit.”
Theorganisationsthataremostaheadwithlarge-scaleimplementationsofAIare24%morelikelytobeincreasingtheirtechheadcountthantheirpeers,mostlyin
areasofAIanddata.Forthem,AIiscorrelatedwithmore,notless,techroles.
Digitalleadersbelievethattheirhiringneedsforexistingtechpositionswillreduceby18%inthenext2years.Morebroadly,respondentspredictthataround18%oftheworkforcewillbeautomatedinthenext5years.
Thisisnottheoretical–digitalleadersarealreadyseeingitseffects.Rightnow,65%ofdigitalleaderswouldchooseanAI-enabledsoftwaredeveloperwithjust2years’experience,overonewitha5-yearcareerbutwithoutAIskills.
Thisnotonlyimpliesthetypeofpersonadigitalleadermightwanttoattract,butalsohowtheywillwanttodeveloptheskillsoftheirexistingteam.Asweseelaterinthe
reporttherearemanyareaswheredemandoutstripssupply,especiallyinAIitself,andthepotentialforAItoupskillexistingteammembersissignificant.
Formost,thisisn’taconversationabout‘whocanIautomate?’DigitalleadersseeAIasanevolutionratherthanarevolutionandtheywillstitchitintotheorganisationasitgrowsandevolves.Butwhenlookingatfuturehiringneeds,itsimpactonhiringismoreobviousandhasbeenreflectedinbudgeting.
2.ArtificialintelligenceDIGITALLEADERSHIPREPORT2025
11
2.ArtificialintelligenceDIGITALLEADERSHIPREPORT2025
OverhalfarenotupskillingingenerativeAI
SoftwaredevelopmentistheleadingapplicationofAI
13%
18%
ExtensiveModerateLimited
Little/no
Creatingortestingcode
Internalhelpdesks(e.g.IT,HRetc.)
35%
34%
Marketing(e
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