With the introduction of OpenAI’s GPT-3.5 series in late 2022, the world witnessed a surge in investment in generative AI. IDC predicts that worldwide spending on AI solutions will surpass $500 billion by 2027, signifying a significant shift in technology investments toward AI implementation and the adoption of AI-enhanced products and services.

IDC recently hosted a FutureScape webinar by Ritu Jyoti, group vice president of Worldwide Artificial Intelligence and Automation Market Research and Advisory Services. This webinar highlights some of the top 10 worldwide AI and automation predictions for 2024 and beyond. Watch now on-demand.

“ChatGPT’s explosive global popularity has given us AI’s first true inflection point in public adoption,” says Ritu Jyoti. “As AI and automation investments grow, focus on outcomes, governance, and risk management is paramount.”

IDC’s FutureScape 2024 research focuses on the external drivers that will alter the global business ecosystem over the next 12 to 24 months. It also addresses the issues technology and IT teams will face as they define, build, and govern the technologies required to thrive in a digital-first world.

A closer look at IDC’s top ten predictions for artificial intelligence, GenAI, and automation reveals the following:

  • Prediction 1: Tempering GenAI’s Risks: Accelerated efficiency and catastrophic risk are the two sides to the shiny new GenAI coin. To reduce the risks, cloud and software platform providers will bundle GenAI safety and governance packages with their primary services to add value and differentiate their offerings.
  • Prediction 2: Diverse Regulatory Requirements: Efforts to regulate the deployment and development of AI systems will vary across regions and countries. These diverse regulatory requirements are likely to result in organizations taking more phased approaches to AI rollouts. This will also increase time to value.
  • Prediction 3: Conversation as the Standard UI: Conversation is already emerging as the standard user interface (UI) for both enterprise and consumer applications and solutions. These conversational AI interfaces will significantly affect customer engagement, sales, marketing, and even the IT help desk.
  • Prediction 4: The Focus Shifts to Outcomes: As their understanding of automation matures, project sponsors have shifted from a technology focus to an outcomes mindset where they require tangible proof of value delivered for their investments This is measured by KPIs aligned with business and financial outcomes.
  • Prediction 5: GenAI-based Tools Automate Software Quality: Because of the value GenAI brings to automated testing, IDC expects it to quickly change the landscape of software testing. Vendors will become capable of producing a significant percentage of tests to decrease manual efforts and improve test coverage leading to better code quality.
  • Prediction 6: GenAI Transforms Application Modernization IT Services: Increased utilization of AI in application modernization IT services can streamline efficiency, enhance services delivery speed, and bolster IT services margins.
  • Prediction 7: Bringing AI to Knowledge Discovery: The latest advances in generative AI have prompted a surge of demand for capabilities such as natural language question answering and conversational search to support self-service knowledge discovery.
  • Prediction 8: Monetizing GenAI: While technology is a source of advantage, it is the business model that will help businesses monetize generative AI and drive lasting competitive advantage. By 2024, 33% of G2000 companies will exploit innovative business models to double their monetization potential of GenAI.
  • Prediction 9: AGI on the Horizon: Multiple groups are working toward Artificial General Intelligence (AGI) and companies will be experimenting with AGI systems by 2028. As it progresses, AGI will be transformative, impacting everything from the labor market to how we understand concepts like intelligence and creativity.
  • Prediction 10: Chip Priorities Change: Until AI workloads that require the offload of tasks from server processors to accelerators standardize on algorithms and software stacks tuned to server processors, purchase of accelerators (GPU, FPGA, and AI ASIC and ASSP) will eat into purchase of server processors (CPUs).

Are you interested in learning more? Access the complete IDC FutureScape event series and stay updated on the latest IT industry trends.

NRF24 Retail’s Big Show in New York City is fast approaching, and we, IDC Retail Insights will be there. We cannot wait to talk with retailers, technology companies, and industry experts, share our views and learn more about what matters for the industry in 2024 and beyond.

As we prepare for the event, let’s summarize the critical technological imperatives that retailers must embrace to thrive in today’s ever-evolving business environment. Our insights are drawn from IDC Retail Insights’ Global Retail Survey 2023, where over 800 retailers worldwide shared their strategic priorities. Let’s dive into it!

Multilevel Loyalty Strategy for a Greater Retail and Customer Experience

We predict that “by 2024, 40% of Retailers Will Adopt a Multilevel Loyalty Strategy, Leveraging a Unified View of the Customer, to Increase Retention Rate by 20% and Net Promoter Score by 35%”.  Retailers worldwide are on the brink of customer loyalty revolution, with a staggering 35% gearing up to unveil cutting-edge multilevel programs within just three years, as revealed by IDC’s 2023 Global Retail Survey.

The once-reliable methods like points and promotions are losing their edge, lacking the spark needed to captivate customers. Now, in an era where privacy regulations tighten and accessing third-party data becomes limited, the game-changer lies in collecting firsthand customer data—it’s the cornerstone of tomorrow’s success.

But the game is evolving, and the retail world is diving headfirst into the realm of immersive tech. By embracing this tech-savvy frontier, retailers can elevate loyalty strategies, crafting experiences finely tuned for the ever-evolving Alpha and Gen Z consumers.

Brands like Ralph Lauren and Lacoste are venturing into Web3 for exclusive immersive experiences and community building.

The real challenge is about seamlessly delivering these immersive experiences across every retail touchpoint, navigating a landscape growing more complex by the day. That’s why empowering workforce with digital tools isn’t just essential; it’s a key differentiator for maintaining contextualized customer experiences.

Meanwhile, in the hospitality sector, a digital revolution is reshaping the guest experience, demanding personalized, predictive experiences despite ongoing labour shortages. This calls for a strategic fusion of systems and capabilities, a dynamic approach to cater to the digital-driven needs of today’s guests.

Investing in Technology to Deliver Efficiencies and Effectiveness in the Omnichannel Customer Journey

Retailers are navigating challenging a business environment and are under pressure to increase revenue and reduce costs. According to our IDC Global Retail Survey, while customer experience is at the top of retailers’ concerns, increasing operational efficiency is the second most important business priority for retailers.

This is mainly due to the greater complexity of the business environment the industry faces.

Let’s consider, for example, the role of brick-and-mortar in today’s omnichannel operations. The physical store is the pillar of retail operations today, but it must be connected and fully integrated with digital operations to play its role as the centrepiece of the customer journey.

One strategic imperative for retailers is investing in in-store Technology, such as AI, Computer Vision, and IoT, to digitize, automate, and streamline the omnichannel experience in-store.

While retailers are navigating challenging territories and need to do more with less, they haven’t stopped investing in technology. Top investment areas in 2024 include physical infrastructure, cloud, and managed services.

Therefore, another digital transformation imperative is investing in IT Infrastructure, including network infrastructure to connect the physical store and rethink cloud and edge balance to provide a seamless omnichannel experience.

A transformation imperative that should not be overlooked to streamline the efficiency of retailers’ operations is linked to the importance of embracing a best-of-breed Retail Commerce Platform. Retailers are investing in modular and headless platforms, to move towards composable architectures that match the needs of modern omnichannel retail.

As we can see, retailers should be laser-focused on the technological imperatives that make omnichannel operations more efficient and in turn generate better omnichannel customer experience.

AI and Augmented Reality for Customer Experience

In today’s landscape, AI is everywhere as it’s revolutionizing how consumer brands approach customer experiences. This shift places a heightened emphasis on human-centric approaches, especially as AI and GenAI streamlines routine tasks.

In this augmented context, organizations are placing a premium on customer empathy, trust, and privacy. However, this requires a fundamental leadership’s cultural shift and a business transformation, detached from traditional hierarchies towards flatter structures, identifying shared metrics, and nurturing a collaborative culture where innovation thrives.

Retailers growing attention to and investment in advanced analytics, AI, machine learning (ML), and natural language processing (NLP) are unlocking and demonstrating the potential of generative AI (GenAI). It is a point of no return, where retailers are shifting from being merely data-rich to strategically data-driven organizations.

Omnipresence across different channels, such as social media networks, marketplaces, ecommerce, in combination with personalized engagements allow retailers to extract real-time value from every interaction. AI’s impact on CX personalization is profound, evolving from static segments to real-time, context-driven experiences.

The depth of coherent customer data leverages the integration of AI and ML analytics, notably in predictive product recommendations. Our IDC’s 2024 Retail Predictions say that “by 2028, 50% of retailers will offer AI-enabled contextualized recommendations to enhance customer engagement, increasing real-time interactions by 30% and overall conversion rate by 20%”.

These AI algorithms amplify omni-channel strategies, empowering both store associates and digital agents for seamless customer engagements as well as contextualized marketing and merchandising. AI isn’t merely a buzzword; it’s a game-changer. Particularly, it’s reshaping new revenue streams, such as Retail Media Networks, facilitating and powering orchestration across interconnected systems, aiming to seamlessly handle pricing, inventory, forecasting, planning, and maintain consistency across channels and partners.

Importance of the Supply Chain on the Customer Journey and Sustainability

Retail logistics have seen a few challenges in recent years, including disrupted sourcing streams and workforce shortages, but supply chains have started to readjust. Despite things getting better, retailers are preparing for the future by anticipating challenges like those experienced in the recent past, and now investing in making the Supply Chain even more resilient through greater automation and data insight has become a digital transformation imperative.

The primary reason for investing in the supply chain is to increase efficiency and improve product availability, resulting in a better omnichannel customer experience. Sustainability is also a big factor in retailers’ strategic imperatives related to improving the efficiency of the supply chain.

Fortunately, these two objectives—efficiency and sustainability—are not in conflict with each other. Investing in supply chain efficiency has the potential to reduce costs, improve customer experience, and make operations more sustainable.

Retailers are taking a proactive approach to address the challenges of the future. By investing in supply chain resilience, they are ensuring that they can continue to provide the best possible customer experience while also being mindful of the environment.

Let’s Meet at NRF!

As we anticipate key themes for IT vendors and retailers in 2024, we expect these 10 Imperatives for Success to be prominent topics in our conversations at NRF in January. If you’re attending NRF, reach out to us to arrange a meeting or visit our booth at number #1032.

We look forward to meeting you there!

What do customers expect from brands? They expect contextually relevant experiences. This should manifest throughout digital journeys with their preferred brands regardless of the business model. They value relevant content, next steps, and contextual awareness throughout their journeys. For brands, contextual awareness means that they can communicate to customers that the brand understands the nuances of each customer interaction, with every communication conveyed in a sensitive and acceptable way from the customer’s perspective.

Most customers (B2C) or buyers (B2B) will not engage with vendors when the communication is not contextually aware. The decision to view content or communications (or not) is based on brands meeting their expectations (or not). B2B buyers are also B2C customers in their personal lives and carry over high expectations of contextual awareness from consumer brand interactions into decisions made in their work lives.  IDC’s 2023 B2B Technology Buyer Survey responses prove this point.

Source: 2023 B2B Tech Buyer Survey Findings: Growth Depends on Brands Adapting to the Permanent Changes in B2B Buyer Behavior, IDC #US51260123, September 2023. N=400

The experiences that customers expect from brands are, increasingly, all digital. Online transactions have become the majority; among Gen Z, 67% lean toward an online-first mentality, while younger millennials are at 75%. Digital communications, delivered with contextual awareness at the right moment in time, allow brands to demonstrate cognitive empathy, competence, and integrity which together create digital trust.

Callout: With digital engagement dominating engagement mode, the use of contextually relevant content, informed by unified customer data, will be imperative for brands to maintain, nurture, and grow customer relationships.

The challenge for brands, across all go-to-market (GTM) models, is delivering the digital experience reality that customers expect. Meeting customer expectations is a fast-moving target that is difficult to meet without a tremendous amount of data and insights.  In IDC’s latest monthly survey (October 2023), less than one-half of respondents (47%) say they are mostly or entirely digital businesses (leaders), with the rest (53%) reporting that they are somewhat or not digital businesses (followers). CEOs recognize that proficiency in digital strategy is almost as important as proficiency in business strategy (46% vs. 49% in our 2023 survey).

The Three Technologies

What are the CX technology investments that your brand should be making to aspire to or maintain leadership in CX in your markets?

  • Customer data platforms (CDPs), which create and continually update unified customer data profiles, are the basis for understanding customers’ needs in their interactions with your brand. CDPs provide a unified and connected data fabric that delivers a continual understanding of customer context from previous interactions combined with current, real-time interactions. 75.2% of IDC survey respondents plan to increase this area of CX technology spending over the next 12 months.
  • Predictive AI (AI, ML, advanced analytics), which delivers active learning from customer insights in the data by gathering customer intelligence, generating and analyzing insights, and evaluating actions based on real-time feedback from each engagement. Sentiment measurement also plays a significant role in active learning for contextual awareness, as real-time sentiment sensing can be an early warning signal for positive or negative changes in customer behavior. 58.1% of survey respondents plan to maintain or increase this area of CX technology spending over the next 12 months.
  • Generative AI, which is already being used in marketing, sales, and service applications to deliver interactions with individualized content in digital communications including emails and web pages with automatic branding elements to maintain communications consistency. Generative AI is also improving customer support interactions by adding organizational knowledge bases to improve digital assistant and agent quality. One-third of organizations are already investing significantly in Generative AI for training, acquisition, and implementation of Generative AI-enhanced software and consulting services in the next 18 months. Customer support, marketing, and sales organizations report their top Generative AI business focus is improved customer satisfaction, with an average response of 58%.

How do these three technologies interact with each other? Here is one example, with CDPs performing data aggregation and customer context, Predictive AI insights, and Generative AI activation which is the personalized interaction sent to the customer through a communication channel that is most likely digital but could also be physical (in-store).

Source: IDC, 2023

What business outcomes are possible using these three technologies?

  • A global technology brand achieved a 5x lift in conversions by using AI-driven insights to reallocate media spend, with 96% AI accuracy for predicted user behavior.
  • A global pharmaceutical brand achieved a 40% increase in cosmetics sales due to better personalization, with a 40% reduction in cost per acquisition (CPA) for completed purchases.
  • A global automobile brand experienced a 300%+ increase in advertising click-through rates (CTRs), a 2.5x increased conversion rate in the top customer segment, with a 38% reduction in cost per acquisition (CPA).

The business outcomes for Generative AI will be more available with increased adoption of use cases in production. IDC’s C-suite tech survey results provide a preview of the top expected business outcome areas in these business groups:

  • CX, Service and Support: improved customer satisfaction (64.7%)
  • Marketing: revenue growth (57.2%)
  • Sales: increased operational efficiency and employee productivity (69.9%)

A Glimpse into the Future

In this blog, we have focused on three technologies that increase insight, trust, and engagement with your customers now. Let’s look into the future with IDC FutureScape 2024 predictions that are based on the technologies described in this blog.

  • Customer data platforms will deliver high-quality data for predictive AI and GenAI, activating 80% of real-time personalized customer interactions at scale for G2000 firms with 4x engagement gains by 2026.
  • By 2025, 65% of G1000 companies will adopt trust-based marketing programs, harness greater value from zero- and first-party data, and improve marketing profitability by 50%.
  • Pervasive sentiment and intent AI will propel 55% of G1000 firms to conduct all marketing journeys as real-time, two-way conversations by 2025, improving leads to purchase conversions by 40%.

Is your firm future-proofed to achieve the outcomes from these predictions?  If you use the three technologies discussed here, you can confidently answer – Yes! If you don’t have these technologies, and you see your firm as a digital follower – Watch Out! Your customers, revenue, and market share are at risk from your competitors who are digital business leaders.

This year’s Enlit Europe, which took place between November 28 and November 30 in Paris, attracted almost 12,000 visitors,700 exhibitors from 100 countries and 500 speakers, — proving once again to be a reference point for the European (if not worldwide) utility sector.

Sessions on the energy transition (energy efficiency, electrification and decarbonization), flexibility, and digitalization, as well as numerous hub sessions, provided a great opportunity for knowledge sharing during the three-day event. Here are our key takeaways from discussions and debates with technology providers and utilities.

Among the conversations with various utility leaders, three key themes emerged that outline the direction in which this industry is moving.

  • Flexibility at the heart of energy transformation. One of the dominant conversations that continued this year at Enlit is the growing criticality of flexibility for the utility industry. With increasing renewable energy sources and the need to integrate distributed energy resources more effectively, utilities are increasingly focusing on operational flexibility. Additionally, booming electrification requires demand flexibility to mitigate the impact of the energy transition on grids, which are the invisible enabler of it all. Industry representatives stressed the importance of investing in technologies and systems that enable more dynamic grid management, ensuring more efficient and sustainable energy distribution and consumption.
  • The imperative of marketing. Another interesting aspect that emerged during the event was the growing success of utilities that understand the value of marketing, to change customers’ perception of their company and the industry as a whole, while improving their relationship with consumers. Utilities that have invested in understanding consumer needs and have built strong brands are reaping the benefits. Utilities are at the heart of a transformation that impacts everyone and will set the stage for the next generations, if done right and marketed well, companies can turn misconception of the industry on its head, leading to newfound success.
  • What about Generative AI? Despite growing interest over the last year, the topic of GenAI was not as apparent as we would have expected. Discussions we had were more focused on the benefits of horizontal applications of GenAI and very rarely on industry specific use cases that utilities should be digging into. Currently, the discourse on GenAI tends to be more high-level than practical, with utilities trying to figure out how to integrate this technology effectively into their daily operations. The largely uncharted territory of GenAI also raised additional conversations around artificial intelligence and machine learning overall and the untapped potential that still exists. And it all came back to the topic of “data” … the quality of the data, the frequency of the data, the amount of data, etc. The challenge now is for utilities to translate high-level discussions into concrete and practical action, successfully addressing industry challenges and capitalizing on emerging opportunities. And for this they need the help of their peers and the technology ecosystem that surrounds them.

Overall, it was positive to see an Enlit returning to its pre-COVID bustle, with a diverse pool of companies exhibiting on the floor, both from a software and a hardware perspective. Let’s hope the onsite enthusiasm trickles into utilities daily activities fostering more drive to the energy transition.

Here’s to quickening progress in 2024 to be discussed when we meet in Milan at next year’s Enlit Europe.

For more of our coverage on the energy market, visit our website.

In 2023, IDC analysts covered a wide range of topics affecting the technology industry from the economic downtown to the rapid implementation surge of GenAI. Over the course of the year, we developed a number of free resources to provide you with insight into our analyst research. Through the hundreds of resources developed, you may have missed one or two, so we wanted to highlight our most accessed content that may provide important insight to you and your company.

Starting Monday, December 11, we will be counting down our top 10 most popular content resources of 2023. Return each day to gain access to new insights:

Top 10 content 2023 content 1. Generative AI the path to impact blog. Image of city outside buildings people walking, looks distorted as if moving quickly.

The Dawn of Augmented Reality

The recent metaverse hype catalyzed discussions around augmented reality. However, AR is not a new concept.

The first mention in science-fiction of the concept of augmented reality occurred already in the early 20th century. But only thanks to the incredibly fast technological advancements of the past decade did augmented reality become a science-based reality.

Indeed, the latest advancements in augmented and mixed reality technologies like Apple’s new headset are stirring a lot of interest. The past decade witnessed the emergence of the first modern augmented reality devices, starting with Google Glass released in 2012, the first Microsoft HoloLens or Magic Leap One headsets.

Until recently, the costs of augmented reality were substantial, but today things have changed and augmented reality is becoming available to businesses and consumers.

AR is Gaining Momentum

When Google Glass – the first augmented reality consumer-oriented device – was unveiled in 2012, it was supposed to revolutionize the wearables world. However, its clunky design, limited number of functionalities and its steep price of $1,500 did not convince the smart glasses consumer niche.

While Google Glass no longer exists, the technology lives on within the products that succeeded it. Other companies such as Vuzix or Microsoft have since expanded the niche in a way Google Glass was not able to.

While virtual reality is already enjoying much popularity in the market, especially in the consumer segment, augmented reality is slowly unveiling its potential. In Europe, the AR market reached $ 0.8 billion last year and since then is expected to almost triple by 2027 growing at a 21,7% five-year CAGR. As new use cases emerge, we will see a strong adoption curve of AR in the coming years.

The Pioneers in AR Implementation

The use of AR is increasingly common in the commercial sector. It is largely deployed in discrete and process manufacturing industry, in transportation and in retail. These four industries together absorb 55.0% of AR-related spending in Europe in 2023.

Augmented reality has revolutionized the way manufacturers design, produce, and distribute products.  Using AR, Intel has transformed its operations in its semiconductor fabrication facility in Ireland, one of the most advanced manufacturing facilities. Working in the smallest known geometry Intel manufacturing process is extremely complex. Manufacturing technicians use the HoloLens 2 which has become integral to Intel manufacturing processes from maintenance and repair tasks to remote communication and troubleshooting and training.

AR will see a boom in the consumer segment in the next five years, with purchases growing at a 53.6% five-year CAGR. In the commercial space, it is central government to see the most significant increase in AR spending as many European governments have committed to allocate substantial part of their national resilience plans to digitalization projects such as smart cities.

The Benefits of AR for Businesses

AR technology can revolutionize the way we work and live. It enriches the traditional work environment and optimizes business processes while providing significant benefits in terms of safety, efficiency, and productivity.

By allowing virtual objects and real-time information into the physical world, AR can dramatically expand the user’s access to information and performance. In production-driven industries like manufacturing, augmented reality allows us to display every feature of a machine, product, or component, visualize and streamline complex concepts and processes, and provide valuable insight into the operations. Employees can access and apply detailed instructions while they work and make better informed decisions which helps mitigate downtime and reduce errors. This in turn results in overall optimization of processes across the value chain enhancing time and costs efficiencies.

AR helps reduce work-related hazards and improve workplace safety, this is particularly important in the case of industrial organizations that have complex heavy machinery which might be unsafe to operate, or in remote or hard-to-reach locations, where carrying out operations may be time-consuming or dangerous. AR offers the opportunity to identify potential risks in real time or operate remotely.

AR has been shown to be enormously effective in improving the learning curve for the employees.  Immersive training is tailored to a particular worker and is more engaging with traditional learning methods leading to increased knowledge retention while reducing training time. European organizations recognize its potential and increasingly allocate a substantial portion of AR-related budget to virtual training. Investments in AR training will grow at a 46.7% CAGR by 2027.

Companies across Europe have long been struggling to find a qualified workforce. The pandemic accelerated digital transformation in organizations which would boost technical progress but would reveal how deepening skills gap creates bottleneck in the transformation.

According to IDC’s Future Enterprise and Resiliency Survey, organizations are seeing delays in digital transformation of more than eight months due to the lack of skills. In the current setting of ageing population and low supply of the talent from universities and professional courses which potentially undermine the technological progress, AR offers a great opportunity for businesses to increase their upskilling and reskilling initiatives from within.

Moreover, augmented reality contributes significantly to enterprises’ efforts towards sustainability. Remote maintenance helps minimize CO2 emissions from travel, contributing to the realization of a low-carbon society and addressing climate change. AR technology allows remote working, helping eliminate inequalities between urban and rural regions, and contribute to the creation of sustainable cities and communities.

Furthermore, remote tools allow employees to achieve higher productivity, contributing to more sustainable economic growth.

Not All Headsets Are Created Equal

Head-mounted displays (HMDs) come in various forms, but all we can divide them between tethered and standalone. Standalone devices are those whose processing is done within the device, usually capable of 3D mapping.

Some examples of standalone devices are Microsoft’s HoloLens 2 and Magic Leap 2. Tethered devices, however, are usually less capable and less expensive. Processing for these devices is done on an external device and most serve simply as an external virtual screen without being capable, by themselves, of 3D mapping. Brands focused in this category include XReal and Rokid.

The AR Market Landscape

The Augmented Reality market has historically been very focused on the commercial segment, with this segment taking approximately 70% of the market, but this is due to change. The dawn of less expensive devices that mainly function as portable screens, as well as new use cases, are bringing this technology to the masses.

If this trend continues, AR HMDs shipments are set to be 45% to consumers by 2027.

Whilst the more consumer focused VR market is still dominated by a couple of brands (with Meta’s share reaching 60-70%), the AR market is much more fragmented, counting 5 dominant brands. Magic Leap, a high end commercial-industrial focused brand, with devices selling for north of $3.000, is the dominant single brand responsible for about 30% of the AR market. Consumer focused brands that offer “portable screen solutions”, such as Xreal and Rokid take a combined 39% share in 3Q23.It should also be noted that this market has its peculiarities. Due to the reasons mentioned above, AR headsets are, on average, 5 times more expensive than their VR counterparts, this category’s ASP standing at around $2000. This ASP, along with the still limited use cases, is making these HMDs lagging behind VR, representing 8.1% of the combined ARVR market.

As this technology matures, we should expect a steep decrease in price, as well as substantial share growth of the consumer-focused brands who are proving that this form factor is getting closer to being able to replace laptop screens. When it comes to XR technologies, AR is clearly in a good position to become the fastest growing category.

The Future of AR

As mentioned previously, AR technologies, albeit currently niche, are becoming an important part of many companies’ workflows. Remote collaboration is made easier and seamless; high-fidelity pass-throughs can make digital models come to life and discard expensive physical ones. Handsfree AR screens can make specialist trips for maintenance work unnecessary, design processes are streamlined and made cheaper, as well as training and many other cases. This is what is currently possible with today’s technology, but these are still bulky, expensive, or lacking in features.

It is arguable that one of the most interesting developments in the horizon of technology is the evolution of AR. As breakthroughs are made in the AR space, these devices will become lighter smaller, and more affordable enabling access to a broader range of users, from professional across diverse fields to everyday consumers. If we can visualize a future in which HMDs resemble ordinary eyewear, we start imagining a future where individuals can seamlessly blend digital information with their surroundings.

Education serves a notable example of how we can take advantage of these advancements. Students and researchers will be able to interact with 3D models of anything, from the smallest cell to the entirety of the solar system. Field trips to historical landmarks, or to witness rare scientific phenomena will all be possible from the comfort of the classroom. This will increase retention and comprehension.

Accuracy and efficiency in vital sectors such as healthcare will also be improved to a great extent. Surgeons equipped with AR devices will have access to real-time data visualization during procedures and greater detail in the visualization of internal organs. Augmented reality will also allow patients to have therapy sessions, or to manage chronic conditions from their own home, providing more comfort to the patient and reducing the strain on the health services.

Moreover, entertainment will reach new heights with AR. Imagine watching sports with real-time statistics overlaid on the field or experiencing movies as immersive 3D adventures in your living room.

Whether for work, education, healthcare, or entertainment, as AR becomes more feature-rich and fashionable, the possibilities become limitless. Augmented reality is poised to reshape our perception of what technology is and how we use it to interact with the world around us. The future of AR is not a distant dream but a rapidly approaching reality.

The era of AI Everywhere coupled with the storms of disruption, such as inflationary pressures and a sea of digital sameness, has led to a positive trend for customer experience (CX). Its ability to augment value creation in knowledge management, customer service, and customer engagement has enabled greater personalization, more efficient issue resolution, and so on. Proof of this is that CX initiatives continue to be in the organization’s top investment areas and most immune to budget reduction in the next 12 months, according to IDC’s Future Enterprise Resiliency and Spending Survey (FERS) (Wave 8).

There is still a tug of power though as C-suite leaders fight internally for power and budget influence. The C-suite needs to shift towards a tug of value where everyone works together to create flows of value across the entire stakeholder system and connect them to quantifiable metrics.

However, there is still a lot more to be done by Asia/Pacific excluding Japan (APEJ) organizations to truly execute customer-centric CX transformation initiatives.  IDC’s Future of Customer Experience Survey 2023 found that the main obstacles hindering CX transformation journeys are:

  • Technological – legacy infrastructure, lack of unified customer view due to data siloes
  • Organizational – limited strategic support, challenges to provide business value, lack of focus on operational efficiency
  • People related – lack of skills and resources

Aside from implementing customer data platforms and data privacy regulations, which will play a pivotal role in setting the technology and data layers for value orchestration, IDC has recently released IDC FutureScape: Worldwide Future of Customer Experience 2024 Predictions — Asia/Pacific (Excluding Japan) Implications, which short-lists the 10 most urgent business and technology trends. CX executives must pay attention to and build a gameplan for these trends, to emerge resilient against increased similar offerings from competitors, maintain a competitive edge, and not get left behind in the race to demonstrate value and get buy-in from the C-suite.

Among the predictions, I will focus in this blog on #10: Value streams trump experiences. I will show this in real-life situations, and why IDC thinks that by 2027, to differentiate and drive loyalty, 30% of organizations will undergo structural and technological changes to deliver value outcomes, shifting focus from providing experiences to value parity.

While customers expect brands to deliver great experiences, experiences aren’t all that matters.

The value customers get in the exchange is what makes them come back and continue purchasing from the same brand. However, such value needs go both ways. It is when both brands and customers fulfill their goals in frictionless and contextually relevant engagements that value parity is achieved, which is exactly what prediction #10 is all about. However, to do this, brands will need to undergo structural and technological changes which we are now seeing in some organizations:

  • Starbucks, for example, has constantly been innovating through technological changes ranging from mobile apps (reinforcement learning), and greater customization (extra foam, less sweet) to more automated machines, and blockchain – they are planning to launch an NFT marketplace with the goal of attracting a new user base.
  • Telecom operators, such as Starhub and Singtel, are undergoing organizational restructuring and decentralization with the goal of coming closer to achieving strategic priorities and direct accountability respectively.

The end goal is simple. Value parity is what organizations will strive towards. It is the balance between delivering high-quality experiential value to the customer, as well as, bringing value back to the company and its ecosystem.

Donning my consumer hat, let me cite some examples:

Retail: Why do I go back to buy my coffee from Starbucks again and again, despite them not being a cost-friendly option? It’s because I know after a few purchases, I will be rewarded, whether with a size upgrade or 2$ off my next coffee. The idea of getting a bang for my buck allows me to outweigh the short-term cost with the long-term benefits. It also clearly benefits brands like Starbucks to build a loyal customer base and attract the most valuable customers. I also appreciate their proactive real-time issue resolution, such as when my coffee was flat and bitter, and they made me another cup as per my required customization. How a company takes action on a bad experience in real-time to rectify it is a crucial part of customer service and forms a lasting impression in the customer’s mind.

FSI: What makes customers put in the additional effort of setting up alternative wallets, such as GrabPay and ShopeePay in Singapore, and using these for transactions, especially when they can easily use PayNow or NETS to pay through their bank account? For me, like other customers, it is the added value I get in terms of rewards once I collect enough points. By ensuring continuous value gained from digital wallets, these companies are also able to ensure value parity when the value comes back to them through repeat transactions.

Telco: In the telco space, a very important aspect that appeals to customers is the freedom to choose and customize services. Losing an existing customer because of a single service can lead to unwanted loss across all the services the customer has signed up for. Personally, Giga is a great example of a mobile virtual network operator (MVNO) by Starhub, as it offers a great level of customization based on your data usage without any contractual obligation. Its transparency makes the porting-over process very smooth. Their incentives also make me want to continue my subscription. A recent example is a reward program where existing customers are rewarded with 0.2GB of data when they log onto the app every time it rains in Singapore. Simple but smart, isn’t it? By ensuring competitive pricing options and reducing the customer pain points of lock-in periods and contractual obligations, Giga enables customer retention. This further helps with continued subscription and customer advocacy, again enabling value parity.

A few other examples of companies in the region that have realized this and have moved in early are Klook (points), Shopee (cashback vouchers), and Yuu’s cashback tie-up with banks.

After all, which customer doesn’t like feeling rewarded? This is particularly a very evident trait in Asian customers; however, this goes both ways. As companies gain a lot in delivering this value, one bad experience may also cost them a lot. The minute a customer feels they are not getting value they will be quick to switch. Regardless, this area is still constantly growing, with more tie-ups between different vendors and innovations in the type of rewards (particularly crucial for Asia Pacific as rewards tend to lose power over time if customers don’t see value in them). This only goes to show that value is indeed considered a currency in today’s economy, but to effectively create mindshare, companies need to be quick and wise about their approach to creating this value.

Interested in finding out more about the IDC FutureScape: Worldwide Future of Customer Experience 2024 Predictions — Asia/Pacific (Excluding Japan) Implications?

Lavanya Jindal - Senior Research Analyst - Channels & Ecosystem Strategies - IDC

As a Senior Research Analyst at IDC Asia/Pacific, I focus on Channels & Ecosystem Strategies, analyzing trends and supporting strategic decision-making through research. Prior to this, my work encompassed customer experience (CX), Martech, ecommerce and product operations - highlighting my ability to adapt to various domains.

While electronic healthcare record (EHR) applications were initially born as digital repositories to replace paper medical record, they have gradually evolved into integrated platforms to address healthcare ecosystems market dynamics. They are now set to automate workflows, optimize clinical and administrative functionality, and offer more holistic and longitudinal views of patient information.

Healthcare systems, along with clinicians and patients, have primarily driven this revolutionary journey. They have gradually shaped the development of EHRs systems capabilities and workflows, through their digital technology investment decisions, to address their needs of a platform ecosystem approach.

The result is a next generation EHR application that stands out for the following 3 key features:

  • A modern IT infrastructure driven by data, to unlock the benefits of data sharing while simultaneously addressing emerging security and compliance concerns. Agile architectures become essential for seamless integration of diverse data sources, given the complex nature of healthcare data integration. A modern infrastructure supports the access to data and the ability to deliver insights at scale that allows EHR systems to enable an integrated care delivery model.
  • Sovereign cloud capabilities, to address concerns around data privacy in different organizational contexts, care settings, and regions. EHR systems need to be compliant with European data privacy, data residency and security regulation and frameworks. EHR vendors are addressing these security concerns, providing the option to deploy their solution in sovereign environments either with their own capabilities or through partners.
  • Advanced data analytics and AI capabilities, to optimize processes and automate clinical workflows in ways that lead to safer and more personalized care, as well as greater operational efficiency. The volume and the variety of data that populate the EHR require advanced technology to better leverage its value. Embedded advanced analytics support providers to benchmark and manage their populations in terms of quality and costs through structured clinical workflows and patient pathways. Integrating AI and more in particular generative AI, enables healthcare professionals to create/ integrate more accurate patients’ history (taking in consideration different clinical data sources, including patient generated data, data from connected medical devices, etc.) and providing order entry suggestions.

The Advantages of Implementing the Next Generation EHRs

Because of the above capabilities, the next generation EHR holds immense potential for renewing the healthcare delivery model, embedding the following key advantages:

  • Improved clinical and operational productivity. The EHR enables centralized access to patient data, seamless information sharing and efficient resource management. As such, it facilitates faster analysis for actionable insights, enhancing decision-making and compressing timeframes.
  • Empowered workforce experience. Embedding automation tools, including AI technologies EHRs alleviate information overload and decision fatigue for clinicians by granting timely access to diagnostic results and patient histories and eventually enhancing clinical decision making.
  • Enhanced patient care and safety. EHRs improve the accuracy of medical records, offering alerts and reminders for best practices and medication management protocols throughout the patient journey, ultimately contributing to reducing the incidence of medical errors.
  • Elevated patient engagement through personalized digital interactions. . By providing patients with easy access to their medical records, the EHR empowers patients to play a more active role in their care. AI can be incorporated into patient-facing services like registration and scheduling to streamline patient interactions further and foster a more empathetic approach to patient care.

To embrace the next generation EHRs and harness the key advantages it can brings to the overall ecosystems, healthcare organizations must:

  • Prepare the foundation to implement an authentic unified platform. EHR systems serve to store the data, synthetize information, learn, and embed insights into every aspect and at any point of care delivery. A new digital architecture, built on a modern infrastructure is critical to effectively collect, integrate, process and deliver information within and outside the organization to drive greater engagement and improved processes. It mitigates risks related to complexity, data privacy compliance pressures and enables the implementation of accurate data governance policies.
    • Enhance the overall data strategy to rely on accurate and truthful dataset.
    • Establish internal governance framework to guide toward an ethic and responsible use of patient data.
    • Implement a change management strategy to involve and educate employees for embracing a new set of skills and capabilities through either hiring, training, or professional services support.
  • Forge strategic partnerships. In the dynamic evolution of the European healthcare ecosystem, ensuring success in EHR projects requires partnering with vendors open to strategic alliances, possessing the capability to seamlessly integrate their solutions into the intricate fabric of the national healthcare system.
    • Prioritize industry expertise vendors, which are committed to privacy, security and transparency.
    • Select the ones that adopt a cautious behavior along with compliant and secure applications.

If you are interested to know more about the next generation EHR how vendors are shaping the competitive market in Europe, please have a look at the IDC MarketScape: Europe EHR vendor assessment 2023-2024.

For any further information please contact Adriana Allocato, Research Manager, or Silvia Piai, Research Director, IDC Health Insights, Europe.

In 2023, I attended and spoke at many IDC conferences, such as the IDC Government Xchange, IDC Portugal Directions, and non-IDC events, like the Smart Cities Expo and the ServiceNow World Forum in Rotterdam, to name a few. One common thread of many of the conversations that I had and the presentations I listened to was how executives felt the pressure to increase their organizations’ speed, to keep up with the fast pace of innovation.

Everyone seemed obsessed with speed being the big difference between how innovation happens today versus how it happened twenty, fifty or a hundred years ago. That may be true for enterprises that want to be fast followers, for instance to drive incremental productivity improvements through digital transformation; in fact, IDC’s research indicates that the average time to value of digital projects was in the 6 to 24 months range, two years ago, while now it is less than 10 months.

But enterprises that are looking for opportunities to re-shape their destiny and gain competitive advantage should take a closer look at the way technology innovation shapes the creation of new markets. And that is different today, not only because of its pace, but also because of the dynamics among the key attributes of a market.

No matter whether one tries to interpret market dynamics through the lenses of neoclassical economic, Austrian school of economics, institutional economics and other theories, the common elements of market formation are the exchange of products and services, the narratives built around buyer and seller values that define how they perceive the benefits and risks of those products and services, and the norms – including laws, policies, standards – that regulate the exchange to maximize benefits and reduce risks.

From Linear to Warped Innovation

In the past, the interplay between exchanges, narratives and norms not only took a long time to come together but was quite linear. When the car market formed, Daimler and others invented the product in the 1880s, then Henry Ford and Alfred Sloan at GM shaped the narratives of the car for the mass consumer in the early 1900, and it was not until the 1950s that car safety regulations started to become more pervasive.

Overall, it took over 70 years for exchanges, narratives, and norms to fall into place and in a linear sequence. Fast-forward to today to look at how the Generative AI market is shaping up. In 2017, Google researchers published a paper on transformer models that was born out of a specific need – making language translation more efficient – but was soon understood as the seminal moment of a new category of product and services based on large language models (LLMs).

In late 2022, OpenAI public launch of ChatGPT detonated a new narrative about mass usage of LLMs to search and synthesize knowledge and create new content, being images, text, or computer code. While ChatGPT was launching, the EU was finalizing its AI Act, but decided to delay the completion of the draft regulation, to consider the impact of GenAI.

In essence, over the course of six years, the development of products and services to be exchanged, the narratives and the norms started to interplay. And one year after the launch of ChatGPT, new products and services are constantly coming to market in the form of public platforms, domain-specific models, capabilities embedded in enterprise software; the narratives around the value and risk of GenAI have not yet crystallized at all, with suppliers and buyers that are trying to figure out the impact across the most disparate use cases; the AI Act was modified, and then went through a first approval cycle.

So, not only the timeline was compressed, but the dynamic interplay of exchanges, narratives, and norms, was (and still is) far from linear. It is a warped dynamic, meaning, not only happening at “warp speed” compared with the past, but also sometimes convoluted and unpredictable because of the feedback loops among all its determinants.

In many scientific fields new discoveries are accelerating, often powered by emerging tech such as AI and quantum computing, like in nano materials, bio-engineering, space-tech, and nuclear fusion. At the same time, there are plenty of societal challenges where technology innovation can find applications, such as energy efficiency and climate change resilience, healthy and sustainable food for all, smart and sustainable roads, sustainable use of precious water resources.

These momentous changes will bring more warped innovation and less linear innovation. Enterprises and their technology partners that want to shape new markets in this context need to consider that:

  • Proving the value or ROI of technology innovation will revolve around business and revenue model re-imagination, creation of new industries and ecosystems, nurturing of jobs and skills for the future, rather than considering only efficiency and speed of product and service development.
  • Governing innovation will require making organizations more permeable to bring together stakeholders across enterprises and often across industries to explore new ecosystems through virtual joint ventures and outcome-driven joint development projects, rather than scaling partnerships with suppliers and customers along familiar value chains.
  • Business value will be created by investing in organizational capacity and skills that nurture collaboration, curiosity, data literacy, storytelling and scenario narrative, user-centricity, and pervasive resilience that enables to withstand the failures and mistakes that come from serendipitous trial and error iterations.

Private and public sector leaders that want to succeed in shaping new markets in the world of warped innovation should concede some slowness and sloppiness to shape the intricate interplay between turning new scientific discoveries into products and services that can be exchanged, crystalizing the narrative around the social and economic values that drive buyers and sellers, and designing the norms that maximize benefits and minimize risks.

Massimiliano Claps - Research Director - IDC

Massimiliano (Max) Claps is the research director for the Worldwide National Government Platforms and Technologies research in IDC's Government Insights practice. In this role, Max provides research and advisory services to technology suppliers and national civilian government senior leaders in the US and globally. Specific areas of research include improving government digital experiences, data and data sharing, AI and automation, cloud-enabled system modernization, the future of government work, and data protection and digital sovereignty to drive social, economic, and environmental outcomes for agencies and the public.

As it’s ChatGPT’s first birthday, now seems like a good time to look back at what its arrival has sparked, and to look forward at what might happen next with Generative AI.

There is no doubt that when OpenAI launched ChatGPT in late November 2022, it kickstarted a huge new wave of excitement about the potential for AI within business. A major survey conducted by IDC in August 2023 showed that in just a few months, we arrived at the situation where 75% of European organizations said they were already working with Generative AI (GenAI) in some capacity. What’s more, 18% of European organizations said that GenAI had already disrupted their business to some extent.

In August 2023. That’s just 9 months after ChatGPT’s debut.

It’s important that we remember that GenAI didn’t come from nowhere: prior to ChatGPT’s launch, a number of organisations (including Google, and OpenAI itself) had been working on GenAI technologies for years. But it was ChatGPT’s user-friendly conversational interface, and free service, that created high levels of awareness about what GenAI might be able to do – in an extraordinarily short space of time.

Of course, it’s important to note (as we have in numerous publications) that the GenAI opportunity is about much more than chatbots. Organizations are exploring use cases spanning marketing content generation, knowledge management, automation of software development activities, and much more.

Together, this span of use cases is driving massive interest. Some other key insights from IDC’s August GenAI survey:

  • 55% of European organizations said their C-Suite leaders are actively engaged with IT leaders about GenAI on a regular basis.
  • European C-Suite leaders are most interested in how GenAI can have an impact on customer experience (24.3% said this was the most sought information); how it can improve the performance of decision making (18.1%) and how it can improve employee productivity (15.8%).
  • European C-Suite leaders want to move fast: 88% of respondents said their C-Suite leaders wanted to integrate GenAI into applications and processes within 18 months.
  • On average, European organizations expected that investments in GenAI would account for 11% of new IT project budget in the next 18 months.

IDC forecasts that worldwide spending on GenAI implementation will reach $143.1B by 2027: that accounts for about 28% of the expected overall spending on AI implementation in that year. At a 5-year CAGR of 73.3% between 2023 and 2027, this represents a colossal market opportunity, that will significantly affect existing hardware, software and services markets.

As a result, it’s natural that OpenAI has now been joined by many new competitors all aiming to provide commercial GenAI models. The company now has competition from AWS, Google, and IBM, as well as other specialists (Cohere, Anthropic, Mistral, Inflection and Aleph Alpha are some examples). And enterprise application vendors like SAP, Salesforce and ServiceNow are leveraging open-source alternatives as well as partnering with a wide range of commercial model providers, in order to embed GenAI features in their application suites and platforms.

So – with GenAI set to be a major force in enterprise technology over the coming years, what happens next?

I’ve long wondered whether OpenAI might be an outlier in terms of how it approaches the GenAI opportunity; and indeed, whether its strategy makes it risky to focus too much on what OpenAI does, as a way to get a sense of overall market direction. I’ve said multiple times to colleagues and clients that OpenAI is more like a research outfit that is figuring out how to make its tech available to the world, than a product company.

Certainly, OpenAI has been culturally distinct from its competitors since before the launch of ChatGPT. While its competitors are primarily focused on developing products that businesses can use, OpenAI has operated as a hybrid between a not-for-profit research outfit committed to trying to develop what it calls “AGI” (Artificial General Intelligence) – something that many commentators feel is a very long-term project – and a commercial venture. Because it is at least partly focused on this long term mission, OpenAI is less focused than many of its competitors on meeting the real-world current needs of business customers. Which means that although OpenAI created the market that we see today, its future as a significant force in the market is far from guaranteed.

This question has come into sharp focus in recent days, as a soap opera has rapidly unfolded at OpenAI. On November 17th, without any warning, the company’s board fired its CEO, Sam Altman. The company’s President and co-founder Greg Brockman also quit. But within 48 hours, investors in the company called for Altman’s reinstatement as CEO, and for the board to quit instead. At the same time, Satya Nadella, CEO of Microsoft (OpenAI’s strategic investment backer) announced that Altman and Brockman would join Microsoft to found a new AI research lab; and hundreds of OpenAI employees signed an open letter to OpenAI’s board, saying they would quit unless Altman and Brockman were reinstated.

At one year old, human children are a hot mess of crying, screaming and unexpected and unmanaged bodily functions. Based on current events, it looks like the organization behind ChatGPT, which kicked off so much industry excitement, might be exhibiting the same tendencies…

 

For more information on GenAI in EMEA download our eBook: Generative AI in EMEA: Opportunities, Risks, and Futures , or visit our website.  

Neil Ward-Dutton - VP AI, Automation, Data & Analytics Europe - IDC

Neil Ward-Dutton is vice president, AI, Automation, Data & Analytics at IDC Europe. In this role he guides IDC’s research agendas, and helps enterprise and technology vendor clients alike make sense of the opportunities and challenges across these very fast-moving and complicated technology markets. In a 28-year career as a technology industry analyst, Neil has researched a wide range of enterprise software technologies, authored hundreds of reports and regularly appeared on TV and in print media.