While 84% of organizations see Responsible Artificial Intelligence (RAI) as a top management problem, only a quarter have fully mature RAI software.

new MIT Sloan Management Review Boston Consulting Group research highlights the gap between ambition and reality when it comes to running responsible AI programs

BostonAnd the September 20 2022 /PRNewswire/ – While 84% of global CEOs believe responsible AI (RAI) Should be on top management’s agendas, only 25% have comprehensive RAI programs in place, as shown in a joint study published today by MIT Sloan Management Review (MIT SMR) And the Boston Consulting Group (BCG).

MIT Sloan Management Review (MIT SMR) and Boston Consulting Group (BCG)

MIT Sloan Management Review (MIT SMR) and Boston Consulting Group (BCG)

the report, To be a responsible leader in AI, focus on being responsible, to assess the degree to which organizations deal with RAI. It is based on a global survey of 1,093 CEOs from the most profitable organizations 100 million dollars Annually, from 22 industries and 96 countries, plus insights collected from an international panel of more than 25 AI experts. A common term in media and business, opinion It is defined by MIT SMR and BCG as “a framework with principles, policies, tools, and processes to ensure that AI systems are developed and operated in good service to individuals and society while continuing to achieve transformative business impact.”

Nearly a quarter of survey respondents reported that their organization experienced AI failures, ranging from mere technical performance gaps to outcomes that put individuals and societies at risk. RAI initiatives seek to address technology risks by proactively addressing the impact on people. Despite the apparent necessity of RAI, less than a quarter of organizations have a fully implemented program.

“Our research reveals a gap between aspirations and reality when it comes to responsible AI, but this gap also presents an opportunity for organizations to become leaders on this issue,” he said, Elizabeth Ma senior research associate at the Oxford Institute for Ethics in Artificial Intelligence, and MIT SMR Guest editor, and co-author of the report. “By taking a more holistic view of stakeholders and seeing RAI as an expression of the company’s deeper culture and values, organizations are better equipped to ensure that their AI systems enhance individual and societal well-being.”

He said, “As organizations rush to adopt artificial intelligence, they can bring with it unintended risks to individuals and societies, highlighting the critical importance of activating responsible practices,” Stephen Mills, GAMMA Global Head of Artificial Intelligence Ethics at BCG and co-author of the report. “Real leaders at RAI are, at their core, responsible businesses. For these pioneers, RAI does not focus on a specific technology and is instead a natural extension of their goal-oriented culture and focus on corporate responsibility.”

How do industry stakeholders Africa China adopts RAI

BCG and MIT SMR Conduct custom surveys in Africa And the China To understand how industry stakeholders in these key geographies engage with RAI. Most respondents in Africa (74%) agree that RAI is on their top management agendas, and 69% agree that their organizations are prepared to deal with emerging requirements and regulations related to AI. in Africa55% of respondents reported that their organizations’ RAI efforts have been underway for a year or less (with 45% at 6 to 12 months, and 10% at less than six months). in China63% of respondents agree that RAI is an agenda item for senior management, and the same percentage agree that their organizations are prepared to deal with emerging AI requirements and regulations. China It appears to have a long-standing effort around RAI, with respondents reporting that their organizations have focused on RAI for one to three years (39%) or more than five years (20%).

AI initiatives responsible for AI strategic priorities are often lagging behind

Corporate adoption of AI has been rapid and widespread across organizations in all industries and sectors. MIT SMR and BCG 2019 تقرير Report On artificial intelligence and business strategy, it was found that 90% of the companies surveyed have invested in technology. But RAI adoption has been limited, with just over half of respondents in the 2022 survey (52%) reporting that their organizations have a RAI program in place. Among those with a RAI program, the majority (79%) reported that program implementation is limited in scale and scope. More than half of respondents cited lack of experience and talent in RAI (54%) and lack of training or knowledge among employees (53%) as major challenges limiting their organization’s ability to implement RAI initiatives.

RAI leaders walk the talk

A small group of organizations, representing 16% of survey respondents, have taken a more strategic approach to RAI, investing time and resources to create comprehensive RAI programs. These RAI leaders have distinct characteristics compared to the remaining 84% of the survey population (who were classified as non-leaders). Three-quarters (74%) of leaders report that RAI is part of the organization’s top management agenda, compared to only 46% of non-leaders. This priority is reflected in the commitment of 77% of leaders to invest material resources in RAI efforts, compared to only 39% of non-leaders. Leaders are likely to differ significantly from non-leaders in that mindfulness is a “check the box” exercise (61% vs 44%, respectively). Survey results show that organizations that take a square check approach to RAI are more likely to experience AI failures than leading organizations.

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About MIT Sloan Management Review

in MIT Sloan Management Review (MIT SMR), we explore how leadership and management are transforming in a disruptive world. We help thoughtful leaders seize the exciting opportunities – and meet the challenges – created when technological, societal, and environmental forces reshape how organizations operate, compete, and create value.

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MIT SMRBig Ideas initiatives develop innovative and original research on issues transforming our rapidly changing business environment. We conduct global surveys and in-depth interviews with frontline leaders working in a range of companies, from Silicon Valley startups to multinational organizations, to deepen our understanding of changing paradigms and their impact on how people work and lead.

About the Boston Consulting Group

The Boston Consulting Group partners with leaders in business and society to address their greatest challenges and seize their greatest opportunities. BCG pioneered business strategy when it was founded in 1963. Today, we work closely with clients to adopt a transformative approach aimed at benefiting all stakeholders – enabling organizations to grow, building a sustainable competitive advantage, and making a positive societal impact.

Our diverse global teams bring deep industry and functional expertise and a range of perspectives that question the status quo and spark change. BCG delivers solutions through cutting-edge management consulting, technology, design, commercial and digital projects. We operate in a unique collaborative model across the company and at all levels of the client organization, supported by the goal of helping our clients thrive and empowering them to make the world a better place.

About Gamma, part of BCG X

BCG X is the home of the Boston Consulting Group for construction and technology design talent. The interdisciplinary unit develops cutting-edge AI, visionary business ventures, and unique software and products supported by the combined expertise of BCG Digital Ventures, BCG GAMMA and BCG Platinion. Together, as BCG X, this team collaborates at all levels with the world’s leading organizations to solve the biggest strategic and technical challenges. BCG X is at the forefront of thought leadership, with a broad group of industry recognized experts deeply involved in industrial thought leadership.

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SOURCE Boston Consulting Group (BCG)

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