How to succeed in digital and AI transformations


Madan, however, doesn’t see the complete overlap of the initiatives quite yet. But the shift from digital transformation to AI transformation — which Madan labeled “AIX” — could still happen. Generative AI creates opportunities to go beyond point improvements, widening the scope of digital transformation. RIKEN aims to build a drug discovery digital transformation platform on the Fugaku supercomputer, which Fujitsu and RIKEN jointly developed.

First, the unprecedented level of convenience, when clients have easy access to easy-to-use mobile applications and services. Second, the connectivity that lets users stay in touch with their bank 24/7.


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On-Demand Talent

As we move further into a remote and digital-first work environment, our teams need ways to collaborate with each other and with customers. Digital transformation can help introduce new tools that make staying in touch as easy as possible. More free time on the job also means employees have more opportunities for growth. They can take on new projects, learn new skills, or otherwise focus on their professional development. Opportunities for growth can improve their satisfaction with their job and increase retention.

Mismatches between your talent skillset and your technical needs can derail a project. You’ll need to think about retraining workers or hiring people with the skills you need. The pervading school of thought used to be that a digital transformation gave you a competitive advantage. Companies need to change and adapt for survival, let alone competition.

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Similarly, Walmart aims to incorporate a 300-page benefits guide into an LLM to support its benefits help desk. The $600 billion-plus retailer seeks to equip help desk agents with generative AI to boost efficiency and accuracy when working with internal customers. Customer and employee experience are intertwined in transformation. “Having real-time data enables us to protect customers by having full visibility,” he said. Our analysis shows 73% of respondents believe that the ‘Inability to define exact impacts or metrics’ is a barrier to measuring digital value.