This slide breaks down Gartner's financial performance, presenting revenue guidance, gross margin mix, and revenue distribution by geography.

It outlines Gartner's history of organic growth and strategic acquisitions, showing significant milestones and market opportunities that have driven their expansion.

It explains why investors value Gartner, focusing on growth, margin expansion, and free cash flow as key financial performance indicators and investment attractions.

It provides an overview of Gartner's research services, highlighting ongoing access to research, on-demand response, and support for major enterprise functions.

It highlights the dominance of subscription revenue in Gartner’s research segment, indicating a stable and recurring revenue model.

This slide presents higher gas price forecasts for Henry Hub compared to UK NBP. Consultant ranges suggest prices based on sustainable development scenarios.

This slide contrasts the Gen AI-driven boom of the Magnificent 7 stocks with forecasts for broader adoption. It suggests that while early gains were concentrated in tech giants, enterprise AI adoption in 2025 may distribute benefits more evenly across the S&P 500.

Discusses Gen AI adoption in RevOps, noting early-stage use, limited adoption in core GTM areas, and investment gaps. Highlights the growing role of AI agents and data integration issues. Features statistics on AI adoption and access to data, with a quote emphasizing the importance of system integration.

Recommends a holistic, end-to-end RevOps approach leveraging Gen AI. Emphasizes integrating people (skills and leadership), process (workflow design), and technology (AI for automation and forecasting). Aims to enhance decision-making, efficiency, and alignment across business functions.

The agenda outlines the structure of the presentation: understanding Gen AI, examining asset manager practices, exploring use cases across the value chain, and guidance on implementation and scaling.

The slide breaks down Gen AI task complexity across banking functions, categorizing tasks as low, medium, or high complexity. Finance, IT, and HR functions show varying levels of potential for augmentation. It also lists the top 10 AI opportunity areas, including forecasting, IT optimization, and risk assessment, highlighting where AI can add the most value.

Explores AI/Gen AI transformation priorities like logistics and maintenance optimization. Addresses challenges like data quality, skill gaps, and computing costs based on manager feedback.

The slide explores how Gen AI is being adopted in financial reporting by maturity level, with leaders far ahead. It lists activities companies want auditors to conduct with AI tools, showing the intersection of AI and auditing practices.

This slide quantifies the opportunity of Gen AI in banking, based on KPMG research. It highlights potential value by function, with front-office roles offering the largest gains. The stats support significant productivity and financial impact, derived from analyzing over 17 million companies and thousands of clients globally.

Contrasts declining QT investment with surging Gen AI investment, highlighting a shift in investor focus. Shows QT VC deal volume today is similar to AI a decade ago. Notes differences in funding patterns due to maturity and hardware/software needs.

Focuses on the intersection of economic trends with generational impact, highlighting how social values and corporate governance are influencing industry trends.

This slide spotlights Gen Z men across countries, showing their likelihood to say equality efforts have gone too far. In 28 of 29 countries, Gen Z men surpass national averages—Great Britain is the exception.

Focuses on how younger generations (Gen Z and Millennials) are more likely to prefer and pay more for sustainable brands. It also touches on social pressure and changing consumer behavior regarding sustainability.

Gen Z consumers are more likely to pay more for sustainability, especially for snacks, ready meals, and soy-based products. Their higher values across nearly all categories highlight a generational shift in sustainable consumption habits.

This slide focuses on Gen Z attitudes toward LGBT+ rights and representation. It shows significant gender differences in support for issues like same-sex marriage, LGBT visibility in media, and corporate inclusion policies, indicating a pronounced gender divide within Gen Z.

This slide highlights a pullback in luxury spending from younger generations, especially Gen Z. It breaks down spending by generation, noting regional differences in behavior and preferences between Asia and Western countries.

Provides detailed insights into Gen Z's consumption patterns in the luxury sector, especially their preferences for sustainability and digital engagement.

The slide highlights the top concerns for Gen Z and millennials, with cost of living being the primary issue. It includes survey data showing the percentages of respondents from both groups who are concerned about various issues like climate change and unemployment.

Gen Z represents a significant share of the population in SEA and plays a key purchasing role. The slide includes data on population percentage, purchasing influence, and growing median salaries in Singapore as an example of increasing power.

The slide presents survey data comparing the views of male and female Gen Z individuals across six transgender-related statements, highlighting gender gaps in support levels and rights acknowledgment.

The slide compares demographic perceptions of unfair treatment of young adults. Gen Z respondents and Millennials report higher concerns, while Baby Boomers and older generations perceive less discrimination against the youth.

The slide outlines four major archetypes where GenAI adds value by reducing effort and cost: content synthesis, coding, content creation, and customer engagement. Each archetype includes examples and use cases such as automating code, summarizing data, and generating marketing content.

This slide quantifies the impact of GenAI across industries and business functions in terms of percentage of industry revenue and NOK value. It highlights where productivity gains are expected to be highest, with columns for different business areas like software engineering and marketing.

This slide shows that more than half of the GenAI value potential is concentrated in Marketing & Sales and Software Engineering. It quantifies value potential across various business functions, emphasizing where investments may yield the greatest returns.

This survey slide outlines the top three barriers to GenAI adoption: risk uncertainty, lack of talent, and platform complexity. It emphasizes organizations’ need for guidance on navigating these issues to scale AI effectively.

The slide offers five actionable recommendations to integrate GenAI into procurement. It emphasizes starting small, focusing on value, real-time integration, implementation diversity, and team enablement. The left quote stresses urgency in adopting GenAI to stay ahead.

This slide categorizes three implementation strategies for Gen AI in procurement—using APIs (Taker), fine-tuning models (Shaper), and building models from scratch (Maker)—with increasing complexity and customizability.

A visual timeline of key GenAI advancements and corporate initiatives, emphasizing rapid development and increased CEO attention toward AI-driven strategies.

Highlights specific GenAI use cases and their relative impact across asset management functions—from marketing and research to compliance and operations—using a color-coded grid for quick reference.

Presents optimism surrounding GenAI investments. 83% believe investments will increase over 3 years; 78% are confident in achieving ROI. Shows growing strategic confidence in the value proposition of GenAI amid rising enterprise focus.

Displays 2023 survey results on GenAI maturity in asset management. Identifies major organizational focus areas like talent, architecture, funding, and data to drive AI adoption and scale impact.

This slide outlines executive ambitions to scale GenAI integration over the next 1–3 years. 61% of leaders plan to expand current initiatives, while 55% aim to introduce GenAI to new business areas. The layout is minimalistic, focusing attention on the percentages and intended actions.

Majority of banks plan to establish a GenAI team within 1-2 years, facing barriers such as expertise and regulatory ambiguity.

Defines Generative AI and places it within the broader AI ecosystem. Lists high-level use cases with real-world examples including content generation, automation, data analysis, and code development. The goal is to orient the audience to GenAI's capabilities and application relevance.

Highlights executive plans to use GenAI for near-term cost reductions in functions like customer service, marketing, and support. Emphasizes how AI enables efficiency, scalability, and innovation.

The slide emphasizes rapid adoption of GenAI in the Middle East, especially the GCC, where AI is seen as a transformative catalyst. It highlights regional confidence in AI and government-led initiatives to support growth.

This slide shows that early GenAI adoption can significantly boost productivity and GDP in both developed and emerging economies, especially Germany. Germany could gain €2.6 trillion by 2040 with early adoption.

This slide presents survey results showing that GCC CEOs are most optimistic about GenAI increasing profitability in the next year, with 70% projecting gains. The region outpaces global averages.

The slide outlines Celent's framework for GenAI adoption in financial institutions, split into three waves and categorized by use cases (employee-facing, customer-facing) and industry-specific needs.

This slide emphasizes GenAI's greatest impact on previously low-automation tasks like decision-making and data management. It shows significant uplift in automation potential across several activity groups.

This slide compares expected automation adoption under GenAI across multiple countries, showing that Norway and other developed nations are projected to lead adoption under both early and late scenarios.

The slide introduces the three major impact areas of GenAI—automation, augmentation, and acceleration—highlighting how it will transform business operations in Norway and globally, with examples of implementation.

Banks are cautious about GenAI viability for full automation, with low confidence even after 10 years.

The slide provides insights into the current investments in GenAI by banks of various sizes and the primary benefits they expect from these technologies, such as productivity enhancements and cost reductions.

The slide highlights the growing interest of retail and commercial banks in GenAI technologies, detailing the anticipated benefits and current investment levels in these technologies.

Communicates the transformational impact of GenAI on business models. Key areas include leveraging data in decision-making (71%), opening new revenue (52%), and competitive positioning (47%). It prompts the viewer to consider GenAI’s strategic implications.

The slide presents use cases for deploying custom capabilities using advanced analytics and GenAI to solve complex company-specific problems. It includes enhancing transparency, cost savings, supplier negotiation, contract optimization, and ESG goal support.

The slide identifies customer service, onboarding, risk management, and operations as the departments most impacted by GenAI, showing expected time and cost savings from its implementation.

This slide highlights GenAI’s potential to mitigate skilled labor shortages by education level. The greatest benefit is expected for tertiary-educated workers, though societal impact may be greater for high-school-educated populations.

Addresses CEO concerns around GenAI deployment such as ethics, security, and employee resistance. Highlights leadership confidence in handling GenAI strategy and ethical navigation.

Advises healthcare providers to expand expertise via hiring or partnerships. Provides stats showing that most plan to hire externally for GenAI implementation, with insights into CEO vs. CFO/CIO preferences. Highlights alignment challenges.

This slide highlights survey findings on the mobilization and funding of GenAI teams. It discusses sources of funding and budget allocation for GenAI initiatives within financial services firms.

This slide presents survey results on the concerns and actions regarding governance and risk frameworks related to Generative AI, highlighting differences across various financial institutions.

Shows healthcare executives’ views on GenAI benefits—primarily employee efficiency and revenue growth. Also shows anticipated outcomes like satisfaction and cost reduction. Provides quantitative survey data segmented by impact.

This slide shows how Generative AI is expected to impact various business functions based on survey responses. It highlights significant changes anticipated in contact centers, client onboarding, and other areas.

The slide highlights the potential boost to global economic growth from stronger investment and productivity growth driven by GenAI, with significant contributions expected across major economies.

Indicates that 61% of banks have launched or soft-launched GenAI applications, funded mainly by IT/tech budgets.

CEOs see GenAI as a strategic advantage. The slide shows deployment priorities over the next 12–18 months, such as scaling and use case focus, alongside planned investment outlooks for the year.

The slide presents survey data on the stages of investment in GenAI applications and expected timelines for launching these applications. It provides insights into the current state and future plans for GenAI adoption.

The slide illustrates how GenAI adoption will disproportionately impact high-wage groups across various developed and emerging economies, particularly in Germany, by mitigating labor shortages. It contrasts automation potential with and without GenAI, showing significant gains in higher wage quintiles.

GenAI can reshape luxury through: 1) hyper-personalized customer experience, 2) creativity augmentation, 3) process simplification, and 4) manual task automation. Use cases range from product recommendations to marketing content and e-commerce automation.

This slide presents a comprehensive matrix of GenAI applications across marketing, product design, retail operations, supply chain, and support functions. High-impact use cases include dynamic pricing, AI-assisted sales, and virtual try-ons, transforming both front-end and back-end operations.

The slide evaluates the impact of GenAI on the top 7 occupational groups in Norway, which comprise over 70% of the workforce. It shows varying automation potentials and expected productivity gains.

The slide illustrates four key use cases of Gen AI—enhancing customer interaction, content summarization, personalized content generation, and automated coding—with measurable productivity improvements in each domain.

This slide presents a framework for evaluating GenAI’s productivity potential across ~850 professions and ~2,100 work activities, linking tasks like greeting customers or processing transactions to required physical, cognitive, and social capabilities.

The slide discusses the anticipated productivity gains and technological advancements that banks expect from implementing GenAI solutions, based on a survey of respondents.

Identifies domestic investment drivers such as GenAI, energy capex, and reshoring. Uses data visualizations to support claims around AI funding, clean energy demand, and supply chain diversification strategies.

This slide illustrates how Generative AI (GenAI) is being integrated across different sectors and functions. The left column breaks down usage by industry sector (e.g., Industrial, Healthcare), while the right column shows key functional applications such as IT support, marketing, and operations.

The slide presents survey data on anticipated time and cost savings in asset management from GenAI implementation. It focuses on departments like onboarding, portfolio management, and reporting.

This slide highlights survey results on time and cost savings expected in wealth management from GenAI implementation. It identifies client onboarding, marketing, and report generation as key areas of impact.

The slide explains how AI use cases evolve across capital markets and banking from 2024 onward, divided into employee-facing and customer-facing tracks. Each wave indicates increasing complexity and impact. It outlines GenAI’s role in cost reduction, revenue improvement, and engagement by wave progression, highlighting differences between front and back-office transformations.

This motivational closing slide presents five steps for starting a GenAI journey, including starting small, focusing on value, real-time integration, trying multiple approaches, and prioritizing people. It encourages immediate action to lead in tomorrow’s AI-enabled procurement market.

This slide discusses the number of identified GenAI use cases and the viability of full automation within firms. It presents data on current and future expectations of automation viability across various financial sectors.

This slide quantifies the potential economic value GenAI could unlock across Norwegian industries, estimating a total of NOK 95–159 billion by 2045, with energy, high tech, and logistics leading.

The slide highlights survey findings on the adoption of GenAI solutions by wealth and asset managers. It details the benefits of GenAI, investment plans, and the anticipated impact on various aspects of financial services.

This slide ranks professions by additional GenAI-driven automation potential, spotlighting workforce training, legal/business, and STEM as top areas. It also assesses relative employment impact in Germany and globally.

The slide analyzes the expected impacts of GenAI on workforce productivity and cost savings, particularly highlighting the differences between front office and back office functions in banks.

Examines gender disparities in workplace outcomes, crucial for developing diversity and inclusion policies.

The slide narrates a scenario of gender bias in a multinational company, depicting the overlooked leadership potential of a female employee due to stereotypes. It serves to initiate discussions on gender diversity and inclusion within corporate environments, particularly in international mobility opportunities.

This slide presents statistics on gender diversity within investment professionals, emphasizing the underrepresentation of women and the higher burden of dependent care among female employees.

The slide discusses the importance of gender equality in business, showing CEO opinions on its critical role in company performance and progress towards achieving gender equality by 2030.

This slide provides data on how different gender identities and sexual orientations are represented at work in terms of being out. It highlights that females and non-binaries are less likely to be out compared to males.

This slide outlines how gender-mixed teams offer a more realistic option for women to create and scale startups. It provides statistics on fundraising success and team composition, highlighting the benefits of mixed-gender teams.

The slide compares somatic and germline gene editing, outlining the potential benefits, risks, and ethical considerations associated with each. It highlights the significant promises and ongoing research in the field of genetic editing, particularly focusing on the CRISPR technology.

It provides insights into shopping habits of different generations, particularly focusing on mobile shopping and future spending expectations, segmented by generations.

This slide highlights the shopping priorities of different generations, showing how Millennials and Generation Z prioritize convenience, health, and eco-friendly products.

Analyzes generational shifts in the consumption of luxury goods, highlighting the growing influence of Gen Y and Gen Z in the market.

The slide forecasts the growth of the Generative AI market, with a breakdown of different industry segments contributing to the total addressable market.

This slide discusses the challenges of AI adoption for D&A and sales leaders, focusing on data accuracy, integration, and availability of data.

The slide outlines the barriers to adopting Generative AI for marketing and supply chain leaders, including skills gaps, technology integration, and security threats.

The slide highlights the top risks and challenges in adopting Generative AI according to IT, InfoSec, and Software Engineering leaders. It includes statistics on security, bias, and leadership issues.

This slide highlights the benefits of Generative AI as seen by IT & InfoSec leaders and D&A leaders, including financial performance, model accuracy, and data privacy.

This slide discusses the perceived benefits of Generative AI for sales and marketing leaders, focusing on productivity, ROI, and speed to market.

This slide presents the expected positive impacts of Generative AI on software engineering and supply chain leaders, such as improved agility, productivity, and cybersecurity.

The slide explains key features of Generative AI relevant for business model innovation, highlighting accessibility, extensive memory, and probabilistic output.