Indian CEOs place great importance on AI governance, with a significant 71% believing that trusted AI is impossible without effective AI governance in organizations. A global study of 3,000 CEOs conducted by IBM Institute for Business Value, in cooperation with Oxford Economics, reveals a number of interesting aspects about workforce, culture and governance challenges faced by Indian CEOs while navigating AI journeys. 

According to the study, 75% Indian CEO respondents say governance for generative AI must be established as solutions are designed, rather than after they are deployed. At the same time, the study also noted a contrast in actual adoption of AI governance policies with only 42% Indian CEO respondents saying they have good generative AI governance in place today.

The survey also highlights other key challenges around workforce. 75% of Indian CEO respondents say that inspiring their team with a common vision produces better outcomes than providing precise standards and targets. Yet 31% acknowledge that their employees don’t fully understand how strategic decisions impact them.

Sandip Patel, Managing Director, IBM India & South Asia said, “As Indian CEOs navigate AI-led transformations within their organizations, they recognize the need for AI guardrails so that they derive real business value responsibly for growth and competitive success. However, our study reveals a gap between their intention and actual implementation. This scenario highlights the complexity of implementing AI governance, hence making a strong case for partnering with trusted experts to develop and execute effective practices and policies.”

Other key study findings include:

People and skills are at the heart of successful generative AI adoption

• 71% of Indian CEOs surveyed say that succeeding with AI will depend more on people’s adoption than the technology itself
• 49% of Indian CEO respondents says they are hiring for Gen AI roles that didn’t exist last year
• CEOs surveyed from India say 34% of their workforce will require retraining and reskilling over the next three years – up from just 6% globally in 2021

Indian CEOs recognize it takes a cultural shift to successfully scale AI, but face organizational collaboration and adoption challenges.

• 70% of Indian CEOs surveyed say their organization’s success is directly tied to the quality of collaboration between finance and technology, yet nearly half (48%) say competition among their C-Suite executives sometimes impedes collaboration.
• Nearly half (48%) of those surveyed from India acknowledge that cultural change is more important to becoming a data-driven organization than overcoming technical challenges.
• 58% of Indian CEO respondents say they are pushing their organization to adopt generative AI more quickly than some people are comfortable with

Customer experience and product & service innovation are top priorities, regulatory constraints might be hindering long-term progress

• Indian CEOs surveyed ranked customer experience and product & service innovation as their highest priorities for the next three years
• 59% of respondents say they are willing to sacrifice operational efficiency for greater innovation.
• However, nearly half (48%) of Indian CEOs surveyed point to regulatory constraints as their top barrier to innovation.
• Today, only 32% of the Indian CEO respondents are primarily funding their generative AI investments with net new IT spend, with the remaining 68% reducing other technology spend.

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ESG (environmental, social and governance) has moved beyond just ticking a box to an enabler of business value. IDC predicts that, by 2024, 30 percent of organizations will advance their ESG metrics and data management beyond reporting capabilities to generate sustainably driven cost and competitive advantages. That is not a huge number, yet it’s a significant percentage. 

Nevertheless, there are several challenges that hamper organizations’ ESG efforts from progressing to the next level and bringing real value. Data, according to reports, is one of those key challenges.

A new global IBM Institute for Business Value (IBV) study, “The ESG ultimatum: Profit or perish,” of executives and consumers reveals that while an increased focus on environmental sustainability remains a top priority for consumers and business executives, inadequate data is a key challenge for both groups when it comes to achieving personal and corporate ESG goals. This is despite the encouraging fact that 76% of surveyed executives saying ESG is central to their business strategy. 

41 percent of executives in the survey point to inadequate data as the biggest obstacle to their ESG progress, followed by regulatory barriers (39%), inconsistent standards (37%) and inadequate skills (36%). Without the ability to access, analyze and understand ESG data, companies struggle to deliver greater transparency to the consumer – a key stakeholder – and meet consumer expectations. 

This also explains why a whopping 95 percent of surveyed executives say their organizations have developed ESG propositions; however, only 10 percent say that their organizations have made significant progress against them. Almost 3 in 4 surveyed executives (73%) say their organizations struggle to manage an overload of manual data, while 7 in 10 say they have difficulty consolidating or manipulating data. 

How ESG leaders address the data overload 

The study highlights ESG leaders, a sub-set of respondents with greater maturity in operationalizing ESG, who are seeing higher revenue, improved profitability, deeper customer engagement by approaching ESG as a transparency play that creates strategic business opportunities. These role models provide a roadmap for organizations looking to overcome data-related challenges and create sustainable change that includes: automating ESG processes and reporting capabilities to keep data current; tapping AI for enhanced insights into performance, forward looking analysis, and scenario development; aligning with ecosystem partners on ESG metric definitions and standards; and proactively establishing ESG data governance principles with stakeholders.

“Data is the lifeblood of ESG. Now is the time for enterprises to act. By operationalizing ESG plans, enterprises are putting information in the hands of operators who can make informed business decisions that can improve their ESG impact on a daily basis,” said Jonathan Wright, Global Managing Partner Sustainability Services and Global Business Transformation, IBM Consulting. “Organizations looking to increase stakeholder support and meet ESG reporting requirements should implement a sustainability roadmap that is inclusive of technologies, services and ecosystem partners that can position them for greater business success and help them address regulatory compliance,” said Wright.

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