5 trends

for 2024

Deep tech requires

deep trust

IBM Institute for Business Value | Research Brief

Putting the 2024 five

trends in context

This is the fth installment of IBM Institute for Business Value’s

ve trends report. Each edition has identied key opportunities

and concepts expected to drive outsized business impact over the

next 12 months.

Within this tapestry of annual trends, business leaders must

also think longer term and decide their investment priorities. Our

companion report, Seven Bets, focuses on seven longer-term trends and

the bets executives can make to take advantage of those opportunities.

Covering topics from generative AI to quantum, sustainability to design

leadership, and new ways of working to supply chain resiliency, it

addresses what leaders need to know and what they need to do as these

trends play out over the next several years. For more detail, visit our

Seven Bets homepage https://ibm.co/seven-bets.

5 Trends for 2024: Deep tech requires deep trust

Intelligent machines become

more autonomous every day.

The crucial counterbalance

to that?

Trust.

Specically, building trust

into everything from data to

people, and from machines

to operating models.

Trust is a precious

commodity

As humans and technology become more

entwined, it’s wise to be cautious about

where we place our trust. Indeed, trust has

become a key business differentiator. How

do we know? Because across the C-suite,

81% of executives view security, assurance,

and trust as a brand attribute that actually

sets their organization apart.

While leaders recognize the importance

of trust, though, they struggle to gain

and sustain it. Only 55% of CEOs are

confident in their organization’s ability

to accurately and completely report the

information stakeholders demand for

data security and privacy.

The struggle is evident among consumers as

well. For example, only 20% of consumers

trust corporations regarding sustainability,

down from roughly 50% in 2021.

Yet when choosing a brand, 90% of

consumers say trust is the biggest

deciding factor.

2024: Machine

intelligence brings trust

front and center

A year can spur a trend, cement one, or

end it unexpectedly. In 2008, mortgages

and housing led to the global financial crisis.

In 2020, a global pandemic took an unimag-

inable number of human lives and cost the

global economy more than $12 trillion.

And

in 2023, generative AI changed the nature—

and face—of work, causing many people to

question the security of their jobs. While

trust is always important, it becomes more

so during massive disruptions such as these.

Our research shows 2024 will be the year

when business leaders need to balance

technology and trust. Of course, building

trust into every aspect of an organization is

not a new concept. But it’s become more

challenging with generative AI, global

uncertainty, intensifying competition, and

the continued rise of ecosystems.

5 Trends for 2024: Deep tech requires deep trust

5 Trends

for 2024

Trend 1

Organizations move from

“plus AI” to AI plus.

Trust in AI

Can we trust generative AI?

If so, how much and in which areas?

Trend 2

People who use AI will

replace people who don’t.

Trust in team

Can we help our workforce trust their

new teammate, AI, as it helps them

with day-to-day business processes?

Trend 3

The data conversation moves

out of IT, into the C-suite.

Trust in data

Can we trust the veracity and security

of our own data?

Trend 4

Operating models bend

so they don’t break.

Trust in operating model

Can we trust our own systems, processes,

and strategy?

Trend 5

Ecosystems are not part of the

strategy, they are the strategy.

Trust in partners

Can we build and maintain trusted ecosystems

as they become increasingly central to

customer engagement and value creation?

5 Trends for 2024: Deep tech requires deep trust

Trend 1

AI plus means designing for AI rst, not as an afterthought.

Three out of four CEOs say competitive

advantage depends on who has the

most advanced generative AI.

In fact,

43% of CEOs told us their enterprises

are already using generative AI to inform

strategic decisions. And 36% say the

technology is being used for operational

decisions.

In 2024, we expect to see

continued increases.

“Generative AI models

surprise, impress, and

scare us, all at the

same time.”

Gonzalo Gortázar

CEO, CaixaBank

Yet, across organizations, more than

60% are still not yet developing a

consistent, enterprise-wide approach to

generative AI—an essential step in

responsible, trustworthy AI plus.

Trust in AI | Trust in team | Trust in data | Trust in operating model | Trust in partners

Organizations move from

“plus AI” to AI plus.

Source: CEO decision-making in the age of AI: Act with intention.

IBM Institute for Business Value. 2023. https://ibm.co/c-suite-study-ceo.

5 Trends for 2024: Deep tech requires deep trust

FIGURE 1

CEOs feel pressure from stakeholders to accelerate AI adoption

Balancing speed

and wisdom

Moving to AI plus means rethinking

workforce strategy. Our research shows,

though, that two out of three CEOs are

acting without a clear view of how to help

their workforce with the disruption and

inevitable change that AI brings.

And fewer

than one in three CEOs have conducted an

assessment on the potential impact of

generative AI on their workforce.

Still, organizations that embrace AI

consistently outperform their peers.

Generative AI is already in the zeitgeist

and pressure to accelerate is mounting

(see Figure 1). There is no going back. But

that doesn’t mean there won’t be some

pumping of the brakes in 2024. 72% of

business leaders say they’re willing to

forgo generative AI benefits due to ethical

concerns, and 69% expect a regulatory

fine due to generative AI adoption.

To lead with responsible AI, executives

and their organizations need to lead

with the best of what makes us

human: wisdom, ethics, and care for

their stakeholders.

Trust in AI | Trust in team | Trust in data | Trust in operating model | Trust in partners

CEOs feel pressure to accelerate AI adoption

Board

members

Investors,

creditors,

lenders

Employees

Media

or press

Figure 1

64%

55%

66%

Source: CEO decision-making in the age of AI: Act with intention.

IBM Institute for Business Value. 2023. https://ibm.co/c-suite-study-ceo.

To what extent are the following stakeholder groups applying pressure to

slow or accelerate adoption of generative AI?

5 Trends for 2024: Deep tech requires deep trust

Action guide

Redesign your operating model

through an AI-plus lens.

Establish AI management and

oversight roles

Create a Chief AI Ethics Officer role dedicated to

championing responsible AI; give them the authority

to provide guidance and exercise veto power.

Promote responsible use of AI. Ensure the

technology is accessible, reliable, and trustworthy.

And integrate ethical considerations throughout

development lifecycles. More broadly, some

organizations are considering adding Chief Trust

Officers to address everything from AI, to data, to

customer sentiment.

Expand AI skills beyond the

IT department

Encourage employee buy-in for generative AI from

the start. Focus on reskilling and upskilling, with an

emphasis on creativity and people skills. Invest in a

strong data infrastructure. Optimize AI’s potential by

fostering greater transparency and AI-relevant

knowledge across the enterprise.

Introduce clear AI governance

and education

Integrate AI governance into your core business

model, explicitly addressing explainability, bias, and

reliability. Establish comprehensive AI education

programs for employees. Empower them to fully

utilize generative AI capabilities. Make sure it’s clear

to customers and stakeholders when they are

engaging with AI and when they are interacting with

a real person who is augmented with AI.

1 2 3

Trust in AI | Trust in team | Trust in data | Trust in operating model | Trust in partners

5 Trends for 2024: Deep tech requires deep trust

Say hello to the coworker who never sleeps. In 2024, generative AI

will impact virtually all organizational roles and levels. 77% of entry-

level workers will see their job roles shift by 2025—but so will more

than one in four senior executives.

People who use AI will

replace people who don’t.

Successful AI adoption depends on teams

welcoming new AI tools and applications.

And to do that, they must believe

generative AI is trustworthy.

AI bots aren’t new. But in 2024 we

anticipate a rapid increase in AI as a

coworker. Operating around the clock to

tackle rote, repetitive tasks, AI bots free

humans to do higher value, strategic work.

Uniquely human traits such as creativity

(the skill business leaders see as most

valuable by 2025), nuanced decision-

making, and empathy will become even

more important.

Right now, with limited foresight, 87% of

CEOs expect job roles to be augmented

rather than replaced by generative AI.

Trend 2

What’s important is

skills that make people

employable, whether

at their current employer

or next.

Trust in AI | Trust in team | Trust in data | Trust in operating model | Trust in partners

5 Trends for 2024: Deep tech requires deep trust

AI workforce impacts

will deepen

The worker augmentation versus

replacement ratio will likely change.

As generative AI matures rapidly, an

increasing number of roles and people

at all levels will be more severely impacted

by AI. For example, in five years, a majority

of government leaders expect to spend

more on AI and automation than on

human talent.

CEOs estimate that 40% of their workforce

needs to reskill as they implement AI and

automation over the next three years.

Trust

will play a key role in whether employees

willingly embrace reskilling and adapt to new

roles. In the bigger picture, what’s important

is skills that make people employable in the

new reality—irrespective of whether those

roles are at their current employer or in a

completely different environment.

At least 80% of C-suite executives

expect that generative AI will fundamen-

tally transform their organization’s

workflows and how people do their

jobs.

But workers must trust their new

counterparts for success. And fostering

that trust requires diligence on not only

the efficacy of AI foundational models,

but also worker reskilling and training.

FIGURE 2

The workforce is acquiring new skills and new ways of

working as they team with their AI assistants

Trust in AI | Trust in team | Trust in data | Trust in operating model | Trust in partners

65% need to work with AI assistants as

new digital teammates for seamless delivery

64% need to build teaming skills with digital

assistants among themselves and others

61% need to train their workforce to work

with AI assistants as teammates

61% need to learn new skills to handle complex

issues that digital assistants may not be able to address

Source: Q. To what extent do you agree with the following statements about how digital labor/AI assistants

impacts the workforce skills in your organization 2023 and 2025? (By end 2023, agree + strongly agree).

IBM Institute for Business Value, 2023 AI-First BPO C-Suite Survey.

5 Trends for 2024: Deep tech requires deep trust

Action guide

Keep people at the forefront of this

massive workforce shift.

Make generative AI reskilling an

advancement opportunity

Define a flexible skilling strategy with collective

input from HR, IT, and other key stakeholders.

Define learning requirements for higher-level

functions performed by your people and routine

tasks executed by your bots. Identify key skills

aligned to specific job roles, then use generative AI

to create learning paths from your internal training

catalogues and external resources.

Redefine business processes with a

people-first lens, augmented by AI

Use technology to analyze how work is done and

identify any inefficiencies or bottlenecks. Use these

insights to rethink operations and define where it’s best

for digital workers to take the lead, keeping humans in

the decision-making loop.

Give teams a forum to recommend

tasks that could be automated

Leverage digital HR channels to create open

feedback loops, not just giving employees a voice

but having a system for making them part of designing

the change in work. Develop next-generation leaders

who operate comfortably in a blended workforce of

humans and AI.

Trust in AI | Trust in team | Trust in data | Trust in operating model | Trust in partners

1 2 3

5 Trends for 2024: Deep tech requires deep trust

Data is the lifeblood of every organization. It flows everywhere to

inform strategy, operational decisions, and innovation.

The data conversation moves

out of IT, into the C-suite.

Trusting your data is more important than

ever, but not just the integrity of the data

itself. You also need to be able to trust that

all data crossing your virtual transom is

secure and protected.

Organizations always needed to protect

data from being stolen. But now they

must also protect data from being

poisoned as it moves in, out, and through

their organization.

Financial stakes are high. Organizations

that are able to monetize their large

stores of trusted, high-quality data

realize almost double the ROI from their

AI capabilities than their peers (9% ROI

versus 4.8%).

With these returns at risk, it’s no surprise

that in 2024, data is no longer just a

technology concern; it’s a business

imperative with massive strategic signifi-

cance. 61% of CEOs say worries about

data lineage and provenance will be a

barrier to adopting generative AI.

57%

say that data security is also a barrier,

while 45% cite data privacy.

Trend 3

“The orthodox response

is that decisions should

be data-driven. In many

situations, this works . . .

in other situations, it is

not as clear-cut.”

Fernando González

CEO, Cemex

Trust in AI | Trust in team | Trust in data | Trust in operating model | Trust in partners

Source: CEO decision-making in the age of AI: Act with intention.

IBM Institute for Business Value. 2023. https://ibm.co/c-suite-study-ceo.

5 Trends for 2024: Deep tech requires deep trust

Data: Is it trustworthy?

And is it safe?

Meanwhile, manipulated data has also

emerged as a huge threat. Executives expect

hackers posing as trusted users to have the

greatest nefarious impact on the business,

followed by malicious code.

As threat

actors gain more familiarity with generative

AI tools and use them to create smarter

malware, we’ll see new intrusion attacks

with greater reach that are faster, more

sophisticated, and more precise than ever.

No wonder cybersecurity budgets were

51% greater in 2023 than in 2021.

And

they’re expected to climb an additional 43%

by 2025.

To capture the value trusted data

can yield, organizations should view

security as a key strategic differentiator.

2024 sees networks continuing to be

defined by dynamic services and diffuse

boundaries—with data flowing across

all of them. In this environment, zero

trust requires authentication and

verification for every exchange of value.

This makes it ideally suited to the current

environment. By making trust an

operational, transactional variable,

ecosystem partners can support even

the most sensitive workloads and

mission-critical capabilities.

FIGURE 3

Leading Chief Data Ofﬁcers increasingly handle

customers and their data proactively

Trust in AI | Trust in team | Trust in data | Trust in operating model | Trust in partners

Leading CDOs increasingly navigate customers and their data proactively

Figure 3

82% inform customers of data

privacy and ethics policies

78% promote privacy and

ethics practices in the market

54% engage customers in

deﬁning data and ethics strategy

37% give customers active control

and access to their personal data

Source: Turning data into value: How top Chief Data Ofcers deliver outsize results while

spending less. IBM Institute for Business Value. March 2023. https://ibm.co/c-suite-study-cdo.

5 Trends for 2024: Deep tech requires deep trust

Action guide

The fastest path to value: Secure your data,

establish trust, and speed decision-making.

Recognize that just spending more

on security is not enough

Transform your approach to security, looking to zero

trust and even beyond. Integrate it into every aspect of

the enterprise. Make secure and trusted data a key

aspect of your brand. Focus on transparency and

accountability to reduce risks and avoid bias.

Reposition routine tasks, such as maintaining data

cleanliness and regulatory compliance, into powerful

assets, setting your business apart with tangible

evidence and experience.

Make trust the start of

every interaction

Strengthen your cyber-risk capabilities and prioritize

cyber resilience to further foster trust and protect

your business and relationships. Focus on monitoring

and managing the key touchpoints where trust is built

or broken. Communicate best practices to showcase

unique approaches and stand out in the marketplace.

Look over the horizon to

thwart cyber threats

Pinpoint obstacles between you and your partners,

concentrating on procedural and governance

elements that hinder decision-making and value,

and slow trust-building. Make security a key concern

when vetting partners and review partners’ security

strategies and procedures regularly.

Trust in AI | Trust in team | Trust in data | Trust in operating model | Trust in partners

1 2 3

5 Trends for 2024: Deep tech requires deep trust

Building flex into operating models is essential for organizations

to withstand—and emerge stronger from—the variety of shocks the

corporate system now must endure.

Operating models bend so

they don’t break.

Leaders structure an operating model they

can trust to weather a changing world.

Too many executives are hampered by their

operating models though. For instance, only

55% of leaders say their organization’s ERP

solution is configured in a way that will allow

them to act quickly in the face of change.

What’s more, 31% indicate their ERP

solution makes it significantly or slightly

harder to respond effectively to

disruption.

These statistics do not bode well in a world

where 60% of government leaders say that

the frequency of shock events (e.g., natural

disasters, pandemics) is likely to increase

in the future. And 70% expect that

intensity and impact of shocks will

increase.

For decades, senior executives have

talked about sense-and-respond capabil-

ities to help mitigate disruption. But the

technology to manage and mitigate

shocks lagged behind. The good news is

that technology can finally provide these

capabilities with true speed and sophisti-

cation. When experiencing a shock to

business systems, executives are now

able to respond in almost real time.

Trend 4

Trust in AI | Trust in team | Trust in data | Trust in operating model | Trust in partners

“Sometimes you have to make

the decision to head in one

direction and rely on your

ability to try to change direction

midstream if you need to.”

Roberto Tomasi

CEO, Autostrade per l’Italia

Source: CEO decision-making in the age of AI: Act with intention.

IBM Institute for Business Value. 2023. https://ibm.co/c-suite-study-ceo.

5 Trends for 2024: Deep tech requires deep trust

Building an operating

model that flexes with

the times

Advanced technology capabilities such as

AI and analytics help move organizations

to more elastic operating models that can

adjust and evolve as world events do.

Training AI models to cull patterns from

unstructured external data, incorporating

internal patterns and organizational

management principles, allows businesses

to weather shocks. Crucially, though, it

also allows them to use these events as

additional means of propulsion—driving

innovation and business growth.

The success enterprises are already having

when applying generative AI to supply

chains illustrates the possibilities for

broader enterprise sense-and-respond use.

81% of executives say that generative AI’s

predictive capabilities detect problems

earlier.

And 77% report generative AI

models can successfully identify

geopolitical and climate risks, enabling

proactive—and rapid—mitigation.

2024 sees generative AI-enabled

dashboards become even more

sophisticated, enabling visibility and

responsiveness to the ever-growing array

of shocks. Top CEOs have already been

moving in this direction—they are more

than 13 times as likely as their

counterparts to rate their enterprise

dashboard as excellent at providing

insight.

But many organizations aren’t

there yet. When asked to describe their

enterprise dashboard, only 6% of CEOs

said their measures are fully integrated

across the enterprise, linked to

outcomes, central to strategy, and

aligned with ecosystems.

Yet, they

need to be. Integrated, enterprise-level

dashboards provide the transparency

essential to building trust in enterprise

operating models.

FIGURE 4

External forces impacting CEOs over time continue to shift dramatically

Trust in AI | Trust in team | Trust in data | Trust in operating model | Trust in partners

External forces impacting CEO’s over time

Figure 4

Technology factors

Regulatory factors

Market factors

Workforce and skills

Environmental issues

Socio-economic factors

Globalization

Geopolitical factors

Macro-economic factors

2013 2015 2017 2019 2021 2022 2023

Source: CEO decision-making in the age of AI: Act with intention.

IBM Institute for Business Value. 2023. https://ibm.co/c-suite-study-ceo.

5 Trends for 2024: Deep tech requires deep trust

Action guide

Build elasticity into your

operating model.

Integrate scenario planning into

all levels of your organization

Test operating processes and procedures against

potential scenarios. Work with partners to clarify

roles and responsibilities, decision-making

processes, and accountability before shocks occur.

Employ data-driven modeling, AI, and other tools for

scenario planning and risk management.

Address shock events in ways that

create opportunities for better futures

Turn to agile, cross-functional teams for rapid

ideation, testing, and iteration to drive innovation.

Scale success by integrating that innovation, using

data strategies and AI, into business processes.

Identify new ways to mitigate

future shocks

Review approaches to business continuity

and address those that have become outdated.

Look specifically for structural, organizational,

and cultural barriers now, before the next major

shock event.

Trust in AI | Trust in team | Trust in data | Trust in operating model | Trust in partners

1 2 3

5 Trends for 2024: Deep tech requires deep trust

As enterprises build trust with their customers, ecosystems

can help or hurt.

Ecosystems are not part of the

strategy, they are the strategy.

Trust takes years to build and a moment to

lose. As customer experience becomes an

ever-greater driving force behind organiza-

tional decisions, businesses are only as

trusted as their least trusted partner. One

bungled customer interaction or data

breach is all it takes to destroy trust. And

so, trusted ecosystems become an

essential competitive advantage.

In 2024, ecosystems finally evolve

from a collection of separate entities

banding together to achieve separate

but aligned goals. They move instead to

integrated virtual collectives with a

shared purpose. Already, 69% of

executives say their organization has

seen stronger financial results because

of participation in ecosystems.

And in

a world where top talent matters more

than ever, 65% say they can access

more relevant, high-demand skills

through ecosystems.

Trend 5

Fewer than 3 in 10

organizations leverage

shared and integrated

technology capabilities

for innovation with their

ecosystem partners.

Trust in AI | Trust in team | Trust in data | Trust in operating model | Trust in partners

Source: Ecosystems and open innovation: Co-create or stagnate. IBM Institute for Business Value and

APQC, 2023. https://ibm.co/ecosystems-open-innovation

5 Trends for 2024: Deep tech requires deep trust

Open innovation is tied to

revenue growth

The name of the ecosystem game is open

innovation. Partners share talent, ideas,

resources, technology, and more to leapfrog

in myriad areas from product design to

after-sales support. Revenue growth among

open innovation leaders is already 59%

higher than peers.

And in a typical large

organization, where as much as 10% of

revenue comes from open innovation, 59%

can translate into a very large number.

Yet for open innovation to prosper, data

must flow freely and securely across

the ecosystem. Many organizations still

struggle to get their own data house in

order, so the challenge of integrating

with ecosystem partners that are also

struggling is real. Indeed, one in three

Chief Data Officers admit they are

challenged by an overly complex

partner ecosystem.

FIGURE 5

How trusted partners can help at a macro level

Trust in AI | Trust in team | Trust in data | Trust in operating model | Trust in partners

of executives say they can

access more relevant,

high-demand skills

through ecosystems.

say their organization

has seen stronger

ﬁnancial results

because of participation

in ecosystems.

say their organizations

leverage shared and

integrated technology

capabilities for

innovation with their

ecosystem partners.

How trusted partners can help at a macro level

Figure 5

69%

65%

23%

Source: Augmented work for an automated, AI-driven world.

IBM Institute for Business Value. 2023. https://ibm.co/augmented-workforce

5 Trends for 2024: Deep tech requires deep trust

Action guide

Treat your ecosystem like a virtual collective with a common purpose.

Assess whether you have the right partners to foster greater innovation.

Unify data and secure partnerships

to unlock and expand collaboration

Implement an enterprise data fabric with seamless

data access—this will strengthen sharing within your

ecosystem. Dismantle data silos and create a unified,

accessible data infrastructure. Require transparent

communication and data-sharing among partners for

collective growth and innovation.

Prioritize quality

over quantity

Review partnerships to ensure they still align with

your organization’s evolving goals, culture, and

strategy. Evaluate potential partners on their ability to

maintain a strong, trust-based relationship that

benefits the collective. Focus on partnerships that

offer access to diverse capabilities and technologies.

Use your ecosystem as a

springboard for transformation

Determine the necessary skills for innovation and

decide how to engage the right talent within your

ecosystem. Adopt open standards and secure data

sharing to promote collaboration and trust within

your ecosystem.

Trust in AI | Trust in team | Trust in data | Trust in operating model | Trust in partners

1 2 3

5 Trends for 2024: Deep tech requires deep trust

The trends we’ve covered are playing out

regardless of any single organization’s

actions. An emphasis on building and

maintaining trust—with employees,

stakeholders, customers, and ecosystem

partners—is a strategy to pursue today

rather than tomorrow.

In a world where nuances of human

judgment counterbalance and

complement deep technology, trust has

become the new business currency.

2024 is the year

to weave trust

throughout your

organization

5 Trends for 2024: Deep tech requires deep trust

IBM Institute for

Business Value

The IBM Institute for Business Value (IBV) delivers trusted, technology-

based business insights by combining expertise from industry thinkers,

leading academics, and subject matter experts with global research and

performance data. The IBV thought leadership portfolio includes

research deep dives, benchmarking and performance comparisons, and

data visualizations that support business decision making across regions,

industries and technologies.

For more information

To stay connected and informed, sign up to receive IBV’s email

newsletter at ibm.com/ibv. You can also find us on LinkedIn at

https://ibm.co/ibv-linkedin.

1 Thompson, Dr. Shue-Jane, Shawn DSouza, Shamla Naidoo, and Gerald Parham. The new era of

cloud security: Use trust networks to strengthen cyber resilience. IBM Institute for Business Value,

March 2021. https://ibm.co/cloud-security-cyber-resilience

2 CEO decision-making in the age of AI: Act with intention. The Global C-suite Study Series.

28th Edition. IBM Institute for Business Value. June 2023. https://ibm.co/c-suite-study-ceo

3 Biswas, Arun, Elizabeth Goos, and Jacob Dencik, PhD. The ESG data conundrum. IBM Institute

for Business Value. April 2023. https://ibm.co/esg-data-conundrum

4 IBM Institute for Business Value 2024 global consumer research survey of 20,083 consumers

from 26 countries. Unpublished data.

5 “IMF sees cost of Covid pandemic rising beyond $12.5 trillion estimate.” Reuters. January 20,

2022. https://www.reuters.com/business/

imf-sees-cost-covid-pandemic-rising-beyond-125-trillion-estimate-2022-01-20/

6 CEO decision-making in the age of AI: Act with intention. The Global C-suite Study Series.

28th Edition. IBM Institute for Business Value. June 2023. https://ibm.co/c-suite-study-ceo

7 Ibid.

8 The CEO’s guide to generative AI. IBM Institute for Business Value. 2023. https://ibm.co/

ceo-generative-ai

9 CEO decision-making in the age of AI: Act with intention. The Global C-suite Study Series.

28th Edition. IBM Institute for Business Value. June 2023. https://ibm.co/c-suite-study-ceo

10 Ibid.

Notes and sources

Many thanks to the many people whose invaluable insights, expertise, and support

helped make this report possible: Sara Aboulhosn, Cindy Anderson, Steve Ballou,

Christian Bieck, Karen Butner, Annette Celio, Bill Chamberlin, Jane Cheung,

Liam Cleaver, Marisa Conway, Haynes Cooney, Jacob Dencik, Wei Ding, Mandy Drouin,

Catherine Fillare, Brian Goehring, Bruce Jarvis, Rachel Larkin, Kris Lawas, Salima Lin,

Anthony Marshall, Kathy Martin, Michelle Mattelson, Rakesh Mistry, Yu Muraoka,

Hebatallah Nashaat, Toshiyuki Ohoka, Talita Cristina Paro Fabene, Gerry Parham,

Kristine Rodriguez, Wendy Roth, Sherihan Sherif, Ai Jun Sun, Li Wang, Joanna E. Wilkins,

Andrew Womack, Mayuko Yasuda, Katsumi Yokoyama, and Dave Zaharchuk.

Contributors

5 Trends for 2024: Deep tech requires deep trust

11 Goldstein, Jill, Bill Lobig, Cathy Fillare, and Christopher Nowak. Augmented work for an automated,

AI-driven world: Boost performance with human-machine partnerships. IBM Institute for Business

Value. August 2023. https://ibm.co/augmented-workforce

12 The CEO’s guide to generative AI: Responsible AI and ethics. IBM Institute for Business Value.

October 2023. https://ibm.co/ceo-generative-ai-responsible-ai-ethics

13 The CEO’s guide to generative AI: Talent and skills. IBM Institute for Business Value. July 2023.

https://ibm.co/ceo-generative-ai-talent-skills

14 Ibid.

15 Goldstein, Jill, Bill Lobig, Cathy Fillare, and Christopher Nowak. Augmented work for an automated,

AI-driven world: Boost performance with human-machine partnerships. IBM Institute for Business

Value. August 2023. https://ibm.co/augmented-workforce

16 Mihm, J. Christopher, Rob Handfield, and Tony Scott. Preparing governments for future shocks:

A roadmap to resilience. IBM Institute for Business Value. October 2023. https://ibm.co/

government-future-shocks-resilience

17 Goldstein, Jill, Bill Lobig, Cathy Fillare, and Christopher Nowak. Augmented work for an automated,

AI-driven world: Boost performance with human-machine partnerships. IBM Institute for Business

Value. August 2023. https://ibm.co/augmented-workforce

18 The power of AI and automation: Accelerating performance with intelligent workflows. Data story.

IBM Institute for Business Value. April 2023. https://ibm.co/automation-intelligent-workflows

19 The CEO’s guide to generative AI: Platforms, data, and governance. IBM Institute for Business

Value. September 2023. https://ibm.co/ceo-generative-ai-platforms

20 Ibid.

21 Ibid.

22 The CEO’s guide to generative AI: Cybersecurity. IBM Institute for Business Value. October 2023.

https://ibm.co/ceo-generative-ai-cybersecurity

23 Ibid.

24 Ibid.

25 McCurdy, Chris, Lisa Fisher, Gerald Parham, and Dr. Shue-Jane Thompson. Getting started with zero

trust security: A guide for building cyber resilience. IBM Institute for Business Value. July 2021.

https://ibm.co/zero-trust-security

26 Crisis and continuity: New ERP strategies to help mitigate political risk. IBM Institute for Business

Value. November 2022. https://ibm.co/business-continuity-erp

27 Ibid.

28 Mihm, J. Christopher, Rob Handfield, and Tony Scott. Preparing governments for future shocks:

A roadmap to resilience. IBM Institute for Business Value. October 2023. https://ibm.co/

government-future-shocks-resilience

29 The CEO’s guide to generative AI: Supply chain. IBM Institute for Business Value. November 2023.

https://ibm.co/ceo-generative-ai-supply-chain

30 Ibid.

31 CEO decision-making in the age of AI: Act with intention. The Global C-suite Study Series. 28th

Edition. IBM Institute for Business Value. June 2023. https://ibm.co/c-suite-study-ceo

32 Ibid.

IBM Corporation

New Orchard Road

Armonk, NY 10504

Produced in the United States of America | December 2023

IBM, the IBM logo, ibm.com and Watson are trademarks of International Business Machines Corp.,

registered in many jurisdictions worldwide. Other product and service names might be trademarks

of IBM or other companies. A current list of IBM trademarks is available on the web at “Copyright

and trademark information” at: ibm.com/legal/copytrade.shtml.

This document is current as of the initial date of publication and may be changed by IBM at any time.

Not all offerings are available in every country in which IBM operates.

THE INFORMATION IN THIS DOCUMENT IS PROVIDED “AS IS” WITHOUT ANY WARRANTY, EXPRESS

OR IMPLIED, INCLUDING WITHOUT ANY WARRANTIES OF MERCHANTABILITY, FITNESS FOR A

PARTICULAR PURPOSE AND ANY WARRANTY OR CONDITION OF NON-INFRINGEMENT. IBM products

are warranted according to the terms and conditions of the agreements under which they are provided.

This report is intended for general guidance only. It is not intended to be a substitute for detailed research

or the exercise of professional judgment. IBM shall not be responsible for any loss whatsoever sustained

by any organization or person who relies on this publication.

The data used in this report may be derived from third-party sources and IBM does not independently

verify, validate or audit such data. The results from the use of such data are provided on an “as is” basis

and IBM makes no representations or warranties, express or implied.

LMZBNZDQ-USEN-05

33 Goldstein, Jill, Bill Lobig, Cathy Fillare, and Christopher Nowak. Augmented work for an automated,

AI-driven world: Boost performance with human-machine partnerships. IBM Institute for Business

Value. August 2023. https://ibm.co/augmented-workforce

34 Ibid.

35 Palmer, Kirsten, Jacob Dencik, PhD, and Lisa Fisher. Ecosystems and open innovation:

Co-create or stagnate. IBM Institute for Business Value and APQC. October 2023.

https://ibm.co/ecosystems-open-innovation

36 Ibid.

37 Turning data into value: How top Chief Data Officers deliver outsize results while spending less.

The Global C-suite Study Series. 27th Edition. IBM Institute for Business Value. March 2023.

https://ibm.co/c-suite-study-cdo