Our recent discussions with tech leaders across industries suggest that four emerging shifts are on the horizon as a result of gen AI, each with implications for how tech leaders will run their organizations. These include new patterns of work, architectural foundations, and organizational and cost structures that change both how teams interact with AI and the role gen AI agents play.1 A lot of work is still needed to enable this ambition. Only 30 percent of organizations surveyed earlier this year said they use gen AI in IT and software engineering and have seen significant quantifiable impact.2 Moreover, organizations will need to understand and address the many risks of gen AI—including security, privacy, and explainability3—in order to take advantage of the opportunities.4 But tech leaders we spoke with indicated that their organizations are already laying the groundwork.
