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We have identified 8 high-impact domains for Generative AI use cases in procurement
McKinsey · 2023 · initiative_list
We have identified 8 high-impact domains for Generative AI use cases in procurement
 Making it a reality: From vision to impact at scale
McKinsey · 2023 · section_divider
Making it a reality: From vision to impact at scale
 Procurement organizations can employ three different ways to build and deploy generative AI solutions
McKinsey · 2023 · framework_other
Procurement organizations can employ three different ways to build and deploy generative AI solutions
 The gen AI solution architecture extends beyond the foundation models
McKinsey · 2023 · framework_other
The gen AI solution architecture extends beyond the foundation models
 Several controls should be implemented to mitigate risks while enabling innovation
McKinsey · 2023 · process_diagram
Several controls should be implemented to mitigate risks while enabling innovation
 5 clear strategic priorities that are delivering
DeutscheBank · 2022 · key_messages
5 clear strategic priorities that are delivering
27% — Underlying Sales Growth
 Acquiring majority stake in Nutrafol
DeutscheBank · 2022 · client_example
Acquiring majority stake in Nutrafol
 Priority 1: Sustaining the step-up in growth and competitiveness
DeutscheBank · 2022 · kpi_dashboard
Priority 1: Sustaining the step-up in growth and competitiveness
7.3% — Underlying Sales Growth
 Priority 2: Navigating through unprecedented cost inflation
DeutscheBank · 2022 · industry_trends
Priority 2: Navigating through unprecedented cost inflation
4.8 — Net Material Inflation
 Priority 3: Delivering the new organisation on 1 July 2022
DeutscheBank · 2022 · org_design
Priority 3: Delivering the new organisation on 1 July 2022
 Unilever Nutrition: A €13bn leader with momentum...
DeutscheBank · 2022 · key_takeaways
Unilever Nutrition: A €13bn leader with momentum...
€13bn — Underlying Sales Growth
 A concentrated brand line-up, led by two strong global brands
DeutscheBank · 2022 · segmentation
A concentrated brand line-up, led by two strong global brands
60% — turnover
 Knorr: A €4.4bn mega-brand in practically all countries where Unilever operates
DeutscheBank · 2022 · situation_overview
Knorr: A €4.4bn mega-brand in practically all countries where Unilever operates
€4.4bn — Revenue
 Hellmann’s: A €1.9bn brand in 70+ countries
DeutscheBank · 2022 · situation_overview
Hellmann’s: A €1.9bn brand in 70+ countries
€1.9bn — Revenue
 Horlicks & Boost: A €0.6bn Functional Nutrition powerhouse, acquired in 2020
DeutscheBank · 2022 · case_study
Horlicks & Boost: A €0.6bn Functional Nutrition powerhouse, acquired in 2020
€0.6bn — Revenue
 The Vegetarian Butcher: Acquired in 2019 as part of our plant-based strategy
DeutscheBank · 2022 · case_study
The Vegetarian Butcher: Acquired in 2019 as part of our plant-based strategy
70% — 2Y CAGR
 A global business with good exposure to faster-growing countries and channels
DeutscheBank · 2022 · situation_overview
A global business with good exposure to faster-growing countries and channels
55% — Turnover
 ..in a growing market with a dynamically changing landscape
DeutscheBank · 2022 · industry_trends
..in a growing market with a dynamically changing landscape
 Our Ambition: ‘To be a World-Class Force for Good in Food’
DeutscheBank · 2022 · key_messages
Our Ambition: ‘To be a World-Class Force for Good in Food’
 Ever Healthier Portfolio: 80%+ of sales in growing segments* now, up from < 50% in 2018
DeutscheBank · 2022 · industry_trends
Ever Healthier Portfolio: 80%+ of sales in growing segments* now, up from < 50% in 2018
80%+ — Sales in growing segments
 Boldly Healthier Core: Key for people and planet
DeutscheBank · 2022 · market_landscape
Boldly Healthier Core: Key for people and planet
73% — Consumer sentiment
 Boldly Healthier Core: A new product design framework for Holistic Product Superiority
DeutscheBank · 2022 · framework_other
Boldly Healthier Core: A new product design framework for Holistic Product Superiority
88% — Holistically Superior products
 Boldly Healthier Core: Recent holistic superiority examples
DeutscheBank · 2022 · client_example
Boldly Healthier Core: Recent holistic superiority examples
 Boldly Healthier Core: Enabled by the world-class R&D expertise
DeutscheBank · 2022 · other
Boldly Healthier Core: Enabled by the world-class R&D expertise
€85m — Investment
 Boldly Healthier Core: Comes to life with outstanding execution - every day
DeutscheBank · 2022 · client_example
Boldly Healthier Core: Comes to life with outstanding execution - every day
 Winning every season
DeutscheBank · 2022 · client_example
Winning every season
 Industry-leading Boldly Healthier initiatives...
DeutscheBank · 2022 · case_study
Industry-leading Boldly Healthier initiatives...
 The new Unilever organisation is an opportunity for Nutrition
DeutscheBank · 2022 · org_design
The new Unilever organisation is an opportunity for Nutrition
 The majority (84%) of C-level executives surveyed report their organizations are currently using AI. Nearly all (98%) surveyed companies with more than $1 billion annual revenue are doing so.
Deloitte · 2024 · industry_trends
The majority (84%) of C-level executives surveyed report their organizations are currently using AI. Nearly all (98%) surveyed companies with more than $1 billion annual revenue are doing so.
84% — AI adoption rate
 Nearly half (48%) of surveyed organizations are upskilling or reskilling employees in response to Generative AI, and another 40% of respondents say they are near ready to do so.
Deloitte · 2024 · industry_trends
Nearly half (48%) of surveyed organizations are upskilling or reskilling employees in response to Generative AI, and another 40% of respondents say they are near ready to do so.
48% — Percentage of organizations
 Ethical guidelines (49%) and access to internal AI tools (49%) are at the forefront of respondents’ approaches to preparing the workforce for AI – ahead of pilot implementation (37%).
Deloitte · 2024 · market_landscape
Ethical guidelines (49%) and access to internal AI tools (49%) are at the forefront of respondents’ approaches to preparing the workforce for AI – ahead of pilot implementation (37%).
49% — Percentage of respondents
 Among respondents surveyed, a higher percentage of organizations with annual revenues of $1 billion+ are taking steps such as hiring AI talent, training and upskilling, and acquiring other companies to prepare their workforces for the use of AI, compared with those earning under $1 billion.
Deloitte · 2024 · market_landscape
Among respondents surveyed, a higher percentage of organizations with annual revenues of $1 billion+ are taking steps such as hiring AI talent, training and upskilling, and acquiring other companies to prepare their workforces for the use of AI, compared with those earning under $1 billion.
64% — Percentage of respondents
 Almost nine in ten (88%) companies surveyed are taking measures to communicate the ethical use of AI to their workforce.
Deloitte · 2024 · key_takeaways
Almost nine in ten (88%) companies surveyed are taking measures to communicate the ethical use of AI to their workforce.
88% — Percentage of companies
 Among C-level executives surveyed, 22% said publishing clear policies and guidelines is the most effective method of communicating AI ethics to their workforces, followed by workshops and trainings (20% of respondents).
Deloitte · 2024 · market_landscape
Among C-level executives surveyed, 22% said publishing clear policies and guidelines is the most effective method of communicating AI ethics to their workforces, followed by workshops and trainings (20% of respondents).
22% — Effectiveness of communication methods
 C-level executives surveyed recognize ethical guidelines for emerging technologies as critical component of both revenue and brand reputation/marketplace trust.
Deloitte · 2024 · key_takeaways
C-level executives surveyed recognize ethical guidelines for emerging technologies as critical component of both revenue and brand reputation/marketplace trust.
55% — Importance of ethical guidelines
 Over half (52%) of respondents indicate the chief ethics officer and/or board of directors are always involved in creating policies and guidelines regarding the ethical use of AI.
Deloitte · 2024 · data_table
Over half (52%) of respondents indicate the chief ethics officer and/or board of directors are always involved in creating policies and guidelines regarding the ethical use of AI.
52% — Involvement level
 To meet the ethical needs of emerging technologies, the most common positions organizations are currently hiring or planning to staff include AI ethics researchers (53% of respondents), compliance specialists (53% of respondents), and technology policy analysts (51% of respondents).
Deloitte · 2024 · market_landscape
To meet the ethical needs of emerging technologies, the most common positions organizations are currently hiring or planning to staff include AI ethics researchers (53% of respondents), compliance specialists (53% of respondents), and technology policy analysts (51% of respondents).
53% — Hiring prevalence
 Respondents were C-level or equivalent
Deloitte · 2024 · context
Respondents were C-level or equivalent
32% — Respondent job title
 Roughly half of respondents reported the revenue of their company at under US $1 billion (53%) and roughly half of respondents reported the revenue of their company U.S. $1 billion (47%) or above.
Deloitte · 2024 · appendix
Roughly half of respondents reported the revenue of their company at under US $1 billion (53%) and roughly half of respondents reported the revenue of their company U.S. $1 billion (47%) or above.
53% — Annual Revenue
 The dynamic FinTech scene is likely to be a forerunner of bigger changes to come – Established companies have to take their chances
RolandBerger · 2016 · executive_summary
The dynamic FinTech scene is likely to be a forerunner of bigger changes to come – Established companies have to take their chances
 FinTechs are realistic about their market position – They are a major innovation driver but will not revolutionize the industry alone
RolandBerger · 2016 · executive_summary
FinTechs are realistic about their market position – They are a major innovation driver but will not revolutionize the industry alone
248 — Survey response percentage
 FinTechs attract great investment and attention – We wanted to find out how these new entrants will change the competitive landscape
RolandBerger · 2016 · context
FinTechs attract great investment and attention – We wanted to find out how these new entrants will change the competitive landscape
$19bn — Global FinTech funding
 So we asked those who are currently at the center of attention – The FinTechs
RolandBerger · 2016 · context
So we asked those who are currently at the center of attention – The FinTechs
248 — survey respondents
 Four main categories of questions were addressed and evaluated
RolandBerger · 2016 · context
Four main categories of questions were addressed and evaluated
 The 248 FinTechs in 18 European countries cover the most relevant markets in Central, Western and Southern Europe
RolandBerger · 2016 · geographic_map
The 248 FinTechs in 18 European countries cover the most relevant markets in Central, Western and Southern Europe
248 — Number of FinTechs
 The majority of FinTechs that participated were founded after the financial crisis
RolandBerger · 2016 · industry_trends
The majority of FinTechs that participated were founded after the financial crisis
54 — Number of foundations
 According to all survey participants the segments investing and asset management will hold the greatest potential for FinTechs
RolandBerger · 2016 · market_landscape
According to all survey participants the segments investing and asset management will hold the greatest potential for FinTechs
55% — Survey respondent sentiment
 FinTech companies that operate in crowdfunding/lending and crypto/blockchain are the most optimistic about revenue development
RolandBerger · 2016 · market_landscape
FinTech companies that operate in crowdfunding/lending and crypto/blockchain are the most optimistic about revenue development
66% — Revenue growth expectation
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