According to Gartner, $3 trillion dollars will be spent on AI in the next 3 years. Join our panelists to explore the transformative role of AI in driving value creation across various industries, from enabling smarter decision-making, enhancing customer and employee experiences, and optimizing operations. How can organizations maximize the benefits of AI while effectively understanding and managing the cultural, leadership, and change-related aspects of its implementation?

We’ll also untangle the strategic challenges and cultural barriers involved. Statistics reveal that over 50% of AI implementations fail to progress beyond pilot projects. Common pitfalls include poor data quality, a scarcity of crucial skills and partnerships, misalignment of AI initiatives with business priorities, inadequate governance, and a lack of organizational buy-in.

Discussion areas include:

• What's the value creation from AI in your respective industries? What barriers have you faced?
• How do you make AI part of your culture?
• What role does leadership & change management need to play?
• Does AI help or hinder employee creativity?
• Tackling talent in the age of AI.
• Economics of AI – value creation vs. cost cutting
• Where has AI already proven value, and where has the promise of AI not yet delivered?

Artificial intelligence can significantly enhance productivity by automating tasks, analyzing data, generating content, facilitating informed decision-making, and aiding in text and code creation. Given its evident benefits for businesses, it is unsurprising that worldwide spending on AI was estimated at $154 billion USD in 2023 (Statista, Feb 2024).

However, the adoption of AI also presents challenges and risks. Employees may feel apprehensive about potential job displacement, while the need for reskilling can seem daunting. Leaders must also consider ethical, privacy & data concerns, model bias, lack of creativity, regulatory considerations, and technical difficulties. How can organizations embrace such tools whilst navigating potential risks?

The development of AI must prioritize the well-being, trust, and interests of its users. How can business leaders leverage AI's advantages while balancing the needs of employees and customers? What does a mutually beneficial relationship with AI entail as these technologies continue to evolve?

Modernizing the digital core is essential for business transformation, and IT must be an enabler of this process, delivering an environment that is proactive, agile, and uninterrupted. The future belongs to companies embracing AI and digital / data-driven strategies, but there are many still struggling with legacy systems, processes, and culture that are hindering innovation and progress. Hitachi Vantara found that 74% of organizations have started a legacy system modernization project but failed to complete it.

Why is this? Many organizations still approach modernization in a siloed way when today’s technology landscape is highly interdependent. There are a multitude of technology platforms and vendors, alongside a shortage of talent & skills to navigate this complexity. IT leaders must take a holistic approach to modernization, ensuring that disparate infrastructure, applications, and data work seamlessly to benefit the business.

Transformation must start with well-defined business strategies, goals, and success metrics. For the CIO, maintaining a close partnership and alignment with all business functions (and vision) is vital, as well as fostering a culture where teams feel empowered, accountable, and recognized.

Data and analytics play an integral role in every business decision related to digital transformation, impacting customer & employee experience, operational efficiency, product innovation, and collaboration. Technology leaders understand that in today's digital era, data has emerged as the most crucial strategic asset for organizations. This is especially true given the recent advancements and vast potential in AI.

Unsurprisingly, 47% of CIOs are modernizing their data platforms for enhanced scalability and growth (PwC, February 2024). To fully capitalize on the potential of information available, organizations must fundamentally change their approach to leveraging data. Expanding the pool of people who can analyze data and develop meaningful insights is crucial for gaining a competitive edge. However, data democratization faces challenges such as silos, data quality concerns, and a shortage of skills and talent.

Transforming the view of D&A from what was typically considered a support function, to a strategic growth asset and core business competency requires IT leaders to innovate to match the pace of digital transformation. How do we quantify and prove the ROI of data initiatives in the context of business value? And what strategies should be prioritized to drive change while bridging the gap between business and technology?

Gartner predicts that by 2028 the cloud will become a business necessity. It’s no wonder as CIOs are embracing the savings, flexibility, scalability and security of the cloud, yet challenges persist. CIOs must navigate a complex landscape of cybersecurity threats, including data breaches, insider threats, and sophisticated cyberattacks while ensuring compliance and meeting regulatory requirements.

Another significant challenge is managing cloud costs effectively. Implementing effective cloud cost management practices, such as regular cost audits, automated scaling, and cost optimization tools, is essential but can be complex and resource intensive. Moreover, CIOs must also navigate the complexities of different pricing models offered by cloud providers, which can add another layer of difficulty in achieving cost efficiency.

The challenges of cloud vendor lock-in can also be a significant concern. Once an organization has invested heavily in a particular cloud provider’s ecosystem, switching to another provider can be technically challenging, costly, and time-consuming. In this roundtable discussion we’ll explore strategies to mitigate the risks of vendor lock-in, such as adopting a multi-cloud approach, designing applications with portability in mind, and ensuring data operability across platforms.

Today’s CIOs face daunting and often conflicting demands. As the business leader in charge of adding value to the business, establishing trust, finding the right talent, and inspiring technology innovation, there is a vast amount of pressure. Navigating these challenges simultaneously is much like learning to spin plates in opposite directions. In our rapidly evolving technological landscape, success of digital transformation relies not just on implementing new technologies, but on forging robust partnerships across the organizational hierarchy.

Research by Gartner (2024) suggests that “CIOs are being tasked with an increased demand in delivering business value from technology initiatives without additional resources.” In light of the pressure to do more with less - how can the IT leader effectively balance people, process, and technology? What does it take to become strategic partners who align technology with business goals?

Within this session we will explore the ever-increasing demands, realities, and opportunities that CIOs and Technology Leaders face today and how they can effectively manage them to achieve sustainable resilience through adaptive leadership, persistent strategies, and applied innovation.