Designed

Navigating the
Business unit | Document title 9pt

Cover Heading
GenAI revolution
Noto
A strategic Serif Regular 42pt
guide to harnessing
the power
Heading 2 of generative
Noto AI in 20pt
Sans Regular
your organization
NTT DATA l Navigating the GenAI revolution

Contents
01 Executive summary

02 Chapter 1: Decoding GenAI Generative AI unraveled: definition and characteristics

Building blocks of generative AI

03 Chapter 2: Evolution of (Gen)AI in organizations The risk of ignoring strategy: avoiding hasty AI deployments

Data management blind spots: unveiling the overlooked element

in AI implementation

Opportunities for and benefits of GenAI integration

The importance of traditional AI: why skipping foundational

steps could lead to pitfalls

04 Chapter 3: A blueprint for organizational transformation Balancing act: integrating generative AI within a comprehensive
organizational framework

Our approach to building GenAI-driven organizations

05 Chapter 4: Getting started Assessing organizational readiness for GenAI

06 Conclusions

07 Bibliography

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NTT DATA l Navigating the GenAI revolution

Executive
summary
The arrival of AI in the workspace has Generative AI is here to stay
revolutionized how we work. To remain In recent years, the field of AI has been in constant flux, with
competitive in a dynamic business generative AI (GenAI) emerging as the latest breakthrough.
This new paradigm is expected to change current economic
environment, organizations need to
and social structures significantly, with a transformative
understand and leverage the capabilities impact similar to major innovations like the internet and
of AI and GenAI. electricity. GenAI leverages predictive analytics and other
conventional AI methodologies to automate tasks, handle
large volumes of information and propel innovation.
Keeping up with this transformative trend is essential for
organizations seeking to remain competitive and innovative.

The rise of GenAI-driven organizations

While organizations recognize the enormous potential of

GenAI for their business endeavors, to successfully adopt
this technology into their operations they need to first assess
how GenAI can align with their strategic objectives and
enhance overall business outcomes. Once this alignment
is established, a clear and actionable AI strategy can be
developed.

In this guide, we demystify the role of generative AI and

outline its components. Delving into the current state of
affairs and associated hype, we explore potential pitfalls and
give a behind-the-scenes view of GenAI.

We also present NTT DATA’s proposed adoption

framework, designed to empower organizations to not only
keep pace with this fast-moving, groundbreaking field but
also to thrive.

Our holistic and comprehensive framework comprises the

fundamental building blocks for identifying use cases that
will create business value, leveraging the technical backbone
to implement them, adapting talent and workforce
management, and nurturing a robust business and industry
ecosystem – all within a structured governance approach.
We help organizations get ready to multitask!

We believe the key to successful adoption lies in asking the

right questions. We therefore guide our clients through a
maturity assessment and self-reflection inquiries to develop
an actionable roadmap for their GenAI strategy.

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NTT DATA l Navigating the Gen AI revolution

Chapter 1:
Decoding GenAI
Generative AI unraveled: definition and
characteristics CIOs largely frame AI as a
Generative AI, also referred to as GenAI, is a type of AI that
copilot rather than a rival
creates new content, including text, images, audio and
video, based on patterns it has learned from existing data. to human employees1.
GenAI is driven by a variety of evolving techniques, with
AI foundation models at the forefront. These models are
trained on extensive sets of unlabeled data, giving them
the versatility to resolve various tasks with additional
fine-tuning. Intricate mathematical frameworks and vast
computational resources fuel these models, which are still,
in essence, prediction algorithms.

Beyond buzzwords: clarifying misconceptions

From fearing that “almighty AI” will dominate the world to

dismissing it as little more than a buzzword, there’s a great
deal of hype (and several myths) about the technology in
mainstream media, board meetings and organizations.
GenAI innovations hold great potential, but it’s also crucial
to address some common misconceptions that exist,
namely:

1. There is one ultimate model for all

A single comprehensive model cannot cover all potential

GenAI use cases. We need to acknowledge the diversity of
models and the need to customize them so they align with
an organization’s preferred language/s and requirements.

2. GenAI will replace human jobs

While it’s undeniable that GenAI has the capacity to

automate certain tasks across industries, it is anticipated
that the technology will complement human abilities rather
than completely replace human jobs.

3. GenAI is a threat to human intelligence and creativity

GenAI can create new content based on patterns it has

learned from training data, but it lacks the human depth
and complexity required to understand human emotions
and nuances. GenAI can be a tool to augment human
creativity rather than diminish its value – ultimately, human
creators are responsible for bringing their unique artistic
vision to light.

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Building blocks for GenAI GenAI and LLMs

Every high-rise building has a steadfast foundation GenAI and large language models (LLMs) often create
Architecture is moving in a way that supports the confusion. While GenAI focuses on content generation,
democratization of analytics1. Organizations therefore LLMs are integral to language-related systems. Both rely
need an infrastructure that optimizes the value of data on massive machine learning models, often referred to as
without compromising safety and security, particularly as foundational models. LLMs are a subset of foundational
regulations concerning data protection and AI intensify. To models. They are trained on vast multilingual datasets and
democratize AI effectively, this infrastructure must feature a use natural language processing (NLP) to understand and
user-friendly interface so users can query data and execute generate human-like text-based content. These models
complex tasks using natural language. can engage in interactive conversations and support
diverse language-related applications; ChatGPT’s ability to
Data lakehouses have emerged as a favored infrastructure
deliver uncannily human-sounding new content probably
solution. A data lakehouse combines the strengths of two
comes to mind.
traditional approaches: data warehouses and data lakes.
This hybrid model provides an open architecture that The GenAI iceberg
integrates the flexibility and scalability of data lakes with To truly understand the intricacies of GenAI, we need to go
the quality of data management inherent in warehouses. beneath the surface to examine the three core components
that sustain its functionality.

The analogy of an iceberg captures the layers of technical

architecture for GenAI we use at NTT DATA: the visible
application layer, the customization and tuning layer, and
the concealed powerhouse – the foundation model layer.

Value added
Use cases and
industry ecosystems

GenAI Platform
Customizable features
Technical accelerators and tools
Functional components

Infrastructure and services

Vendors and open source GenAI
services, frameworks and LLMs

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NTT DATA l Navigating the GenAI revolution

Chapter 2:
Evolution of
There is considerable (Gen)AI in
uncertainty regarding
the evolution of emerging organizations
technologies such as The risk of ignoring strategy:
GenAI. While their avoiding hasty AI deployments
When used wisely, AI can be a valuable innovation. But to
deployment poses higher exaggerate or “hype” the capabilities of AI poses significant

risks, early adopters risks to businesses.

The fear of missing out

stand to gain potentially The swift advances in AI, particularly the seemingly
greater benefits. overnight surge of GenAI, has instilled a sense of urgency
within organizations, resulting in a race to develop this
type of AI. The rush to develop AI applications has led to
substantial investments in projects associated with AI,
even though both the short-term and long-term business
prospects of AI are not yet fully understood. Even Sam
Altman, the CEO of OpenAI, has acknowledged that AI is
“wildly overhyped in the short term2”.

Sometimes we can’t see the forest for the trees

To do more than simply keep pace with GenAI

advancements, business leaders need to adapt their
strategies, organizational structures and talent-
management approaches to build a GenAI-driven
organization that will thrive and lead in the era of GenAI.

Hype continues as AI projects increase

The Gartner® Hype CycleTM for Artificial Intelligence, 2024

states that “Generative AI (GenAI) has passed the Peak of
Inflated Expectations, although hype about it continues.
In 2024, more value will derive from projects based on
other AI techniques, either stand-alone or in combination
with GenAI, that have standardized processes to aid
implementation.”3

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Data management blind spots: the overlooked

element in AI implementation
Understanding the crucial relationship between Data quality
data management and AI is pivotal to becoming a The saying, “garbage in, garbage out” holds true for GenAI.
successful GenAI-driven organization. A well-defined approach to ensure the ongoing integrity
One of the most common missteps in AI and quality of the data feeding into GenAI systems is
implementation is forgetting about data crucial. Unlike with other AI or analytics applications, there
management. is a unique phenomenon relating to data quality in the
context of GenAI known as “hallucination”. Hallucination
Just as humans rely on food for sustenance, AI relies on
occurs when the model generates plausible yet incorrect or
data. Ensuring that the collection, storage, processing,
nonsensical responses. These deviations could stem from
maintenance and democratization of data align with
inaccurate input data.
the needs of AI applications is essential for their
ongoing development. Data acquisition and privacy concerns

The development of GenAI is commonly associated with Training and operating GenAI models relies on accessing
specific solutions supported by a preexisting foundational large amounts of data. This creates challenges in sourcing
model, removing the need for manual training. While this and maintaining data pipelines of such scale.
approach may prove useful for certain use cases, for others, Moreover, this data often includes personal and potentially
leveraging proprietary data can yield better results. For the sensitive information from individuals or organizations,
model to use proprietary data effectively, advanced training which raises concerns regarding misuse. Establishing
capability is required, along with extensive, diverse and rigid privacy policies and controls is key. At the same time,
high-quality data. transparency and openness about the purpose of data and
Providing optimal data pipelines and workflows creates how it benefits the data provider can help to build trust.
several challenges. Two of the most common are data Alternatives to this type of data are leveraging third-party
quality, and concerns about data acquisition and privacy. or synthetic data for model training.

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Opportunities for and benefits of GenAI The importance of traditional AI: why
integration skipping foundational steps could lead
The advantages of GenAI are reflected both externally, to pitfalls
through accelerated product development and enhanced As the field of AI continues to evolve, it is diverging into
customer experience, and internally, through improved two distinct paths: one characterized by the analytical
employee productivity, empowered managers, optimized precision of traditional AI, and the other marked by the
talent management practices and even revolutionized boundless creativity of generative AI. Recognizing the
decision-making and leadership dynamics. optimal application for each type of model is paramount,
“In a recent Gartner webinar poll of more than 2,500 as it avoids being overwhelmed by the hype surrounding
executives, 38% indicated that customer experience and GenAI and overlooking situations where traditional AI may
retention is the primary purpose of their generative AI be more appropriate. However, it is equally valuable to use
investments. This was followed by revenue growth (26%), the complementary power of both.
cost optimization (17%) and business continuity (7%).” 4

The strengths of analytical AI

Boost productivity Traditional analytical AI focuses on analyzing data to detect

patterns, make predictions and optimize decisions. This
GenAI can enhance our capacity to create and refine text,
makes it the best candidate for specific analytical tasks
images and various forms of media as well as optimize
like fraud detection, predictive analysis, data classification
tasks for managing large volumes of documents. It can
and automating mundane tasks that follow predefined
also generate, translate and validate software code: a
systematic rules. For certain use cases, analytical AI
McKinsey study found that software engineers completed
performs better and, above all, more efficiently, delivering
their coding tasks up to twice as fast when using GenAI and
higher performance while helping to reduce costs and
reported more satisfaction with the process5.
environmental impact.
Revenue prospects
The creative strengths of GenAI
GenAI enables organizations to create more products or
In contrast to traditional AI’s analytical traits, GenAI stands
upgrade existing ones more efficiently. AI is now integrated
out with its ability to create novel, creative content that is
into creative applications such as Adobe’s Firefly. The
uncannily human-like, creating the potential for AI-driven
energy and chemical industries are also applying AI in
invention and customization across organizations. Major
domains that had previously been inaccessible4.
applications include marketing, creative-media creation,
Cost continuity software development and drug discovery.
GenAI can help organizations streamline operations, reduce Combined strengths for innovation
costs and maintain financial stability by automating tasks,
A technique gaining popularity involves leveraging GenAI
optimizing resource allocation and improving decision-
to augment training data by generating vast synthetic
making processes. For example, GenAI-enabled technology
datasets which are then analyzed using traditional AI
can streamline health insurance before authorization and
methods to find patterns. This approach is particularly
claims processing, two time-intensive and costly tasks for
useful in fields such as healthcare, where access to large
private payers.
amounts of high-quality data is essential.

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Chapter 3:
A blueprint for organizational
transformation
Balancing act: integrating generative AI
within a comprehensive organizational
framework
In the current dynamic environment, organizations must
strive for more than “keeping up”. In this section, we delve
into pivotal strategies, structures and talent-management
methodologies that business leaders should adopt to ready
their organizations for GenAI adoption.

Although there is no one right answer for how to

successfully integrate GenAI in organizations, a
comprehensive, orderly approach that’s guided by the
business context should be followed.

To begin with, business leaders should step back and take

a broad view of the organization’s current maturity and
the implications of using GenAI in the business. Rather
than diving into identifying specific use cases, they should
contemplate GenAI’s broader impact on the organization.
They need to consider GenAI’s strengths and weaknesses,
how its adoption aligns with the organization’s strategic
objectives, and the associated risks and opportunities for
their industry and business model.

In parallel, they need to demystify GenAI for others,

emphasizing its capacity to significantly enhance the
employee experience, in order to alleviate concerns about
job displacement.

Business leaders can showcase the organization’s GenAI

capabilities by identifying a few high-impact use cases and
streamlining the rapid scaling of GenAI prototypes.

It will require effort and dedication to build the required

roles, skills and capabilities for the future GenAI-driven
organization to stay competitive. Given the complexity and
breadth of tasks involved, a structured approach is critical
to manage these efforts efficiently and effectively.

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Our approach to building a Gen AI–driven Business value

organization To transform business objectives such as

growth, profit, innovation and sustainability
NTT DATA’s end-to-end data and intelligence
into real business value, organizations need
framework covers the full cycle of practices
to design an ethical and trustworthy GenAI
and services required to deliver the data and
strategy. This involves identifying value-
intelligence (D&I) capabilities our clients need for
adding GenAI use cases, then developing
creating and scaling their GenAI strategy.
a standardized and prioritized portfolio for
strategic implementation.
NTT DATA’s GenAI framework
Responsible governance

Navigating the inherent complexity of the

GenAI landscape requires a collaborative
approach. A robust and adaptable governance
model that covers all actors, data, AI models
and tools involved and sets common
standards is therefore a fundamental
requirement for successful GenAI operations.
Business Responsible Core technology
value governance and next- Core technology and next-generation
generation operations
operations
Technology enablement is a pivotal factor for
success. Organizations need strategies and
methods for adopting, managing and scaling
cutting-edge technologies in way that allows
them to take full advantage of the potential
Ecosystem and innovation
these technologies offer.

Ecosystem and innovation

Organizations must be able to leverage

market-ready, commoditized developments
from the partner ecosystem to strengthen
Culture and change management
their technological capabilities, create joint
offerings and accelerate innovation. This
strategic approach is complemented by
implementing a prototyping methodology
to accelerate the creation of proofs of
concept (PoCs).

Culture and change management

Organizations must upskill employees and

raise awareness of novel GenAI tools and
guidelines to augment their workforce and
ensure the responsible use of the technology.
Simultaneously, they must strategically design
a future organization that will effectively
respond to the talent challenges posed
by GenAI.

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Identifying business value in GenAI

After understanding the organization’s strategic
goals and ongoing initiatives, we need to consider
where GenAI can be a lever for change. What
specific AI solutions can we identify to address
specific challenges?
Identify a few high-impact use cases to kickstart
GenAI expansion

Leaders should carefully identify GenAI use cases that

have the potential for sustainable business value while
remaining economically viable. This process begins with
analyzing and understanding the organization’s strategic
objectives, then drilling down into the challenges and
needs of business units. The result is a portfolio of GenAI
use cases with priorities and timelines. In creating this
portfolio, two key aspects must be considered: the potential
impact of the initiative and its feasibility.

NTT DATA’s comprehensive approach to guiding

organizations through this process includes workshops
for identifying and evaluating GenAI initiatives. We provide
a comprehensive analysis of top contenders in the market
and give insights into market trends, innovations and
emerging technologies to help organizations define new
use cases and open pathways to collaboration.

Once initiatives have been outlined, we use our Solutions

Design Methodology to develop end-to-end solutions
that align with the organization’s needs and goals.
Focusing on a human-centered experience, we explore
business and technical levers, informed by market insights
and competitive analysis, to find the right tools for
development.

Take an ethical approach to use-case discovery.

Establishing an ethical GenAI strategy to govern the end-

to-end identification and definition of novel GenAI solutions
is crucial. This entails establishing principles, standards
and best practices for privacy, fairness, transparency
and accountability in GenAI-related projects. It is also
imperative to comply with regulations such as the EU’s AI
Act throughout all stages of the data and model lifecycle.

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Integrating responsible data and AI

governance across the board
Balanced governance approaches for decentralized
business decision-making

By clearly defining roles and responsibilities and

fostering collaboration, organizations can optimize the
By 2026, 15% of large
implementation of an AI strategy across the enterprise. This enterprises will have
approach highlights the need to assign accountability to
new roles that emerge with the adoption of GenAI. evaluated connected
We should never forget that data is AI’s fuel. A clear and
governance to effectively
comprehensive data management strategy is therefore
essential to guarantee access to clean, complete and manage complex
trustworthy data, removing barriers to the democratization
of data. In tandem, AI model governance is essential cross-organizational
for understanding, stabilizing and managing operations
throughout the AI model lifecycle. Its primary goal is to
challenges with
maintain adherence to established standards and best governance programs7.
practices by continuously monitoring, updating and
refining algorithms. Machine learning operations (MLOps)
practices automate this entire process, ensuring seamless
integration and orchestration of model governance across
the model lifecycle.

Furthermore, integrating risk management is crucial

for building resilience against unforeseen challenges. It
protects the integrity and reliability of data management
practices and addresses potential risks associated with AI
models, ensuring robust and secure operations.

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Core technology and next-generation operations

One of the key requirements of organizational adaptability is to align GenAI
solutions with digital platform ecosystems that can seamlessly integrate this
technology into products and services, and orchestrate the complex dataflows
associated with LLMs.

NTT DATA’s global Intelligent Platform is the evolution of traditional monolithic data platforms
to a highly customizable platform driven by technological enablers. It includes hyperscalers
such as AWS, Azure and Google, hyperautomation approaches like MLOps, AIOps, LLMOps, and
disruptive concepts like data mesh, data fabric and GenAI.

Beyond monolithic data platforms to a data-

value and intelligence-oriented architecture

Our Intelligent Platform is founded on

approaches like data mesh and data fabric.
These enable organizations to overcome the
limitations of a centralized architecture by means
of a product-centric approach, integrating
the cutting-edge capabilities of modern data
platforms to support previously defined strategic
use cases.

The substantial resource demands associated

with GenAI highlight the urgency of
sustainable practices. The development, use
and maintenance of these systems is hugely
energy-intensive6. Our Intelligent Platform
optimizes processes, scales solutions efficiently
and promotes shared responsibility for an
organization’s cloud computing infrastructure
and costs.

Becoming a GenAI-driven organization requires automating and

managing numerous processes to guarantee the quality, stability,
reliability and governance of diverse AI models and practices like
machine learning, deep learning and LLMs. NTT DATA’s Data and
MLOps framework ensures this end-to-end harmonization of the
AI lifecycle.

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Fostering the alignment between

ecosystem and innovation
Unlocking the value behind the right partnership This collaborative approach should prioritize empowering

Leveraging a transformative and dynamic technology like stakeholders by giving them a real influence over decisions

GenAI often requires more than just in-house capabilities. It that impact them. Using tools and methodologies that

also demands strategic partnerships and alliances. facilitate effective participation is crucial for success,
ensuring that even those without a technical background
Collaborating with key vendors and suppliers, hyperscalers,
can be included.
consortiums and niche companies is key to understanding
and adopting market-ready services and accelerating time Stay ahead by gaining insight through observation

to market with minimal risk. These alliances also play an The landscape of GenAI is constantly changing. By closely
important role in establishing responsible and sustainable monitoring market trends and technological developments,
business practices in line with AI policies and guidelines. organizations can gain the technical acumen needed to

Beyond collaborative research and development, uniting identify the business value of the technology and leverage

with strategic partners in the cocreation of AI solutions its full potential effectively. This approach requires regularly

tailored to specific industries or use cases enhances the reassessing business goals and exploring opportunities for

ethical development of AI systems and contributes to their optimization and growth.

social acceptability.

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“I’ll believe it when I see it”: NTT DATA has two engagement models for prototyping:

GenAI prototyping • Smaller-scale PoCs to expedite the end-to-end

conception and development of PoCs embedding AI.
With a tangible prototype, the technical viability
• AI prototyping lab: an innovative approach that
of a use case can be rapidly validated, and its
accelerates an organization’s AI experimentation,
business value can be showcased to stakeholders
ideation, testing and validation processes, ultimately
during the early stages of experimentation.
resulting in the development of larger prototypes.
Business leaders should carefully identify GenAI use
By implementing prototypes, designs and products can be
cases that show the greatest potential for scalability and
refined and validated so that only the right products are
long-term value, considering the associated business
released. We first identify areas with the greatest potential
or industry risks and opportunities. They should also
for the application of AI, then move to experimentation
consider the challenges involved in moving these pilots into
with agile processes and AI cloud capabilities that allow us
production and integrating them into employees’ day-to-
to accelerate the creation of prototypes.
day workflows.
We measure the value of the prototype to develop an in-
Following this evaluation, leaders should allocate resources
depth business case that evaluates its potential to scale in a
strategically and ensure the diligent monitoring and
production environment. Our approach is based on an LLM
assessment of pilot outputs. While some initiatives may
prototyping framework and technology stack to expedite
provide immediate results, others may take years to
the end-to-end LLM prototyping process, allowing our
fully realize their investment. The goal is to establish a
clients to test, validate and adopt these models confidently.
framework that rapidly upskills employees and scales AI
capabilities.

By 2027, data science

organizations will cut AI
technical debt by 70% by
using simulation platforms
and technologies to manage
complexity of AI systems9.

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Getting ready for culture and change Workforce change is unavoidable with the rise of GenAI

management As AI continues to evolve, organizations must adjust their

strategy to address shifts in talent identification, attraction
Maximize the value delivered by human
and selection processes as well as employee engagement
employees by establishing a supportive
practices. To do so, they need to ask key questions about
environment that optimizes the use of intelligent
the potential impact of GenAI on the talent model and
technology, workforce analytics and skills
workforce planning, such as:
augmentation to rapidly and effectively develop
talent at scale. • “How will GenAI redefine job roles and skill requirements
within the organization?”
• “What are the long-term implications of GenAI adoption
on workforce dynamics?”
• “How can we proactively prepare for these changes?”
The impact of GenAI on organizational and operational
models also calls for effective change management
strategies. This involves identifying new roles, profiles
and digital competencies, addressing requirements for
reskilling and upskilling, and adapting processes such as
performance appraisals.

Demystifying GenAI to build an augmented workforce

GenAI can create value by boosting workforce productivity.

It can process large amounts of data, find and summarize
information rapidly, and reveal insights that can
enhance worker knowledge. To unlock this value, it is
essential to educate employes about AI, its applications
and its importance. GenAI-oriented literacy plans that
include workshops, training programs and targeted
communications will prepare your workforce to identify and
design business-oriented use cases that exploit the benefits
of this technology, while following ethical and sustainability
principles.

Through 2027, 25% of

CIOs will use augmented-
connected workforce
initiatives to reduce time
to competency by 50%
for key roles8.

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Chapter 4:
Getting started
All organizations are facing the need to measure and analyze their
business performance. The challenge extends to understanding
how to handle GenAI capabilities to achieve greater maturity and
market success.
Assessing organizational readiness for GenAI
The adoption of GenAI has become a key strategic interest for many organizations. In response,
NTT DATA now includes an evaluation of GenAI in our Fast Assessment to assess the maturity
of our clients in this area.

The Fast Assessment allows us to follow a standardized identification of our clients’ current
maturity in all domains related to our Data & Intelligence Journey and deliver tailored
recommendations for determining the next steps in scaling D&I efforts.

To standardize the response levels and collect the best insights from organizations, we establish
the following five-level maturity criteria:

Unaware
There is little or no awareness of the
1 Opportunistic
relevance of D&I across the organization.
The value of D&I is starting to be

Tactical
2 acknowledged, but the organization
is unsure about where to begin the
D&I processes are starting to be journey.
promoted in certain areas or teams in 3
a tactical way.
Standardized

Elevated
4 D&I is a standard practice across the
organization and a driving force in
D&I is the driving force behind the
organization, helping it to stay ahead 5 reaching corporate goals.

of the market and up to date with

new developments.

This assessment serves as the initial step in pinpointing the

needs and priorities of the business, which is essential for
making short-, medium- and long-term decisions. It also
raises awareness and facilitates the planning of projects by
fostering alignment between different units to effectively
address challenges posed by GenAI.

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Conclusions
Here to stay? Initiating momentum: leveraging early
Is GenAI merely hype or a lasting opportunity for wins to expand new horizons
businesses? ChatGPT has swiftly democratized AI, making GenAI not only opens doors to innovative applications for
diverse applications accessible to anyone with internet businesses but also accelerates, scales or enhances existing
connectivity. This accessibility is facilitated by foundation ones. However, organizations must evaluate their technical,
models – intricate neural networks trained on extensive, data, operational and skills readiness to address the
unlabeled data in various formats, such as text and audio. challenges inherent in its adoption. Leaders can experiment
These models empower a broad spectrum of tasks, with select use cases before committing to substantial
promising significant potential for innovation and value investments.
creation.
Our objective is to guide leaders and their teams in
A responsible and cross-cutting uptake identifying relevant use cases and initiating their GenAI
of GenAI journey confidently so they can be active participants in the
evolving AI ecosystem.
The responsible integration of GenAI requires us to
consider traditional AI alongside a comprehensive
governance framework that aligns the workforce and
ensures ethical and effective implementation. Given the
broad scope of GenAI and its associated risks, a deliberate
and coordinated approach is essential, and should be a key
component of cross-functional management strategies.

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https://www.mckinsey.com/capabilities/mckinsey-digital/our-insights/unleashing-developer-productivity-with-generative-ai

06 Ajay Kumar and Tom Davenport (July 2023). How to Make Generative AI Greener. Harvard Business Review. Retrieved from:
https://hbr.org/2023/07/how-to-make-generative-ai-greener

07 Gartner (April 2023). Over 100 Data and Analytics Predictions Through 2028 [PDF]. Retrieved from:
https://emt.gartnerweb.com/ngw/globalassets/en/doc/documents/over-100-data-and-analytics-predictions-through-2028-1.pdf

08 Gartner (16 October 2023). Gartner Identifies the Top 10 Strategic Technology Trends for 2024. Gartner Newsroom. Retrieved from:
https://www.gartner.com/en/newsroom/press-releases/2023-10-16-gartner-identifies-the-top-10-strategic-technology-trends-for-2024

09 Gartner (August 2023). Gartner Data and Analytics Summit 2023 Sydney: Day 2 Highlights. Gartner Newsroom. Retrieved from:
https://www.gartner.com/en/newsroom/press-releases/2023-08-01-gartner-data-and-analytics-summit-2023-sydney-day-2-highlights

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NTT DATA l Navigating the GenAI revolution

In the dynamic landscape of generative

AI, marked by escalating competition,
rapid digitalization and swift technological
advancements, companies must swiftly innovate
and embrace novel strategies and technologies
across all sectors, guided by a multidisciplinary
vision encompassing all business arenas.

Key contacts Authors

Marta Almendro Álvarez Leire Echebarria Massalleras

Analyst Tech Advisory Consultant
David Pereira
Head of Data & Intelligence, Europe
Adil Moujahid Marta Pastor Villalobos
Artificial Intelligence CoE Tech Advisory Manager

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