【英文】:IBM商业价值研究院报告：AI时代的CEO决策（27页）

英文研究报告 2023年09月08日 10:12 管理员

It’s not that data doesn’t matter. These CEOs emphasize that clear metrics drive outcomes from investor confidence to regulatory compliance to employee recruitment. But they are not looking solely at the numbers. In fact, they are far more likely than CEOs overall to use a broad range of planning approaches, including forecasting and modeling, scenario-based planning, benchmarking, and data mining. Lawrence Lam, CEO of Prudential Hong Kong, describes his approach: “We make data work for us, not vice versa. Our corporate focus is customer centricity so the right mindset about data is built on customer centricity—knowing what customer pain points we want to solve, what data is relevant to drive that transformation, and where that data is available or not.”

CEO Fernando González of Mexico-based building materials giant Cemex explains how he approaches different types of decision-making: “The orthodox response is that decisions should be data-driven. In many situations, this works. You adjust plant operations based on data—for example, an oven temperature should be based on data, not opinion. But in other situations, it is not as clear-cut. For example, deciding on an investment requires data but also other variables. How much do I trust the source of the information? Is the criteria behind the data correct? There are other reasons besides data behind some of my decisions—and I need to know when enough data is enough.”