TRENDING technology , talent , and governance to implement generative AI successfully .
That is not a coincidence . The sheer breadth and depth of technical capabilities required to establish and operate an AI-enabled business can be overwhelming . From new technical domains in the enterprise architecture , SRE operations , observability and automation , app delivery , and security , to modernising existing domains such as data and infrastructure , a significant amount of work is needed , especially for enterprises that predate the Internet .
That is why it is no surprise that when we look at the maturity of organisations through the lens of industries , we find that no financial services organisation is operating at the highest level of maturity . Cloud providers , telecom , and technology firms dominate that category .
With the exception of telecom , cloud providers and technology firms are relatively adolescent industries with very little technical and architectural debt than their more-traditional counterparts . That makes it a lot easier for them to push forward faster .
An explanation
Lori MacVittie , F5 Distinguished Engineer
In our recent Digital Enterprise Maturity Index Report , we did a deep dive into the current state of digital
But fewer than half of respondents say they have the right technology , talent , and governance to implement generative AI successfully .
The lack of financial services companies in the highest category of digital maturity , the doers , might seem odd given the rapid rise of digital banking . Upon deeper analysis , one can assume that FinServ is moving at a slower rate by design .
Adding a new interface , apps and digital services is much like putting a shiny façade on an old building , it gives the appearance of modernisation but behind the scenes is a great deal of traditional technology and practices .
That is not a condemnation . After all , there are costly risks to missteps , and they have a considerable burden with existing infrastructure and app portfolios requiring modernisation . enterprise maturity based on those six technical capabilities and found only 4 % of the organisations operating at the highest level of maturity . That is , they are close to fully operating as a digital business .
Digital dabblers
Most organisations , 65 % are dabbling in digital business . They show signs of maturity , harvesting the rewards of the hard work of modernising IT and its technology domains . Notably , this is nearly the same percentage KPMG found lamenting a lack of the right
This also explains the lack of healthcare companies in the top category . If a weighty portfolio and strict governance burden the financial services industry , imagine the burden on healthcare organisations . They are one of the most highly regulated and tightly governed industries , and rightly so since missteps impact human lives .
Digital transformation is not a race ; thus , it is encouraging to see some industries progressing with a measured , strategic approach . The tortoise did beat the hare , after all .
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