AI, or Artificial Intelligence, is the development of
computer systems capable of performing tasks
that typically require human intelligence, such as
learning, problem-solving, and decision-making.
Data Trends for 2019: Extracting Value from DataPrecisely
To get the most business value from data, you need to keep up with the latest tech trends – or do you?
View this webinar on-demand as we share the results from our 2019 Data Trends Survey! We'll reveal what organizations around the world are really up to at the intersection of technology, big data and business.
Key topics include:
• Business initiatives getting the most IT support in 2019
• Highest-priority IT initiatives
• Tech adoption rates, benefits and challenges
This document summarizes the results of a survey of 1,600 IT and business decision makers from organizations with over 1,000 employees and at least $500M in annual revenue across seven countries. The survey looked at companies' current status and motivations for adopting artificial intelligence as well as their preparations for and barriers to AI use. Key findings include that 25% of companies have fully deployed at least one AI solution and expect a 39% revenue rise by 2020 from AI. Most companies are investing in supporting IT infrastructure and developing internal knowledge for AI planning. The majority see ethics as important but over half believe ethical concerns currently limit AI's effectiveness. Future skills needs include active learning, complex problem solving and critical thinking.
CSUF – Acct 302Special Project, Non-ProfitsWhen you begin to unMargenePurnell14
CSUF – Acct 302Special Project, Non-Profits
When you begin to understand non-profits, donations are extremely important to enable the nonprofit to continue and expand its mission. Just as it happens in business, nonprofits look to expand their donor base and their program reach. Oftentimes, nonprofits that are funded by individual donations feel that if they reach out for the “large donations” like through grants or corporate sponsors, their life will be easier. The business issues with adding a new avenue of donations is the same as it is in a for profit entity: What are the costs involved in making this happen versus the eventual return. Furthermore, corporate donors and/or grants can come and go with changes in the economy or environment – which adds a large risk dimension to this source of funds.
Additionally, charities need to allocate expenses to either Program Service Expenses, Administrative expenses and Fund-Raising expenses. Charity Navigator and many contributors look to see how much and what % of total expenses are spent on Program Service Expenses versus Administrative or Fund-Raising Expenses. The higher the % of expenses spent on program expenses, generally the better the charity is viewed.
You can find summary information on Human Options Inc. (extracted from the Form 990) by searching for Human Options Inc. (a California not for profit) on the website CharityNavigator.org. Scroll down the page to view summary information about the charity and other charities performing similar work. The actual 990 can be found by visiting Human Options’ website. (humanoptions.org)
When you review the information about Human Options, answer the following questions:
1. What is Human Options’ mission?
2. Did total contributions increase or decrease for 2019? What was the main source of contributions for Human Options for 2019?
3. What comments do you have about the amount of money paid to the executive officer relative to the size of the charity and relative to other similar charities?
4. For the most recent year, what percent of total expenses were allocated to each of the categories: Program Services, Administrative Services, and Fundraising? Did total Program expenses increase or decrease from the prior year and does that seem reasonable to you?
5. Based on Human Options’ mission, if you were auditing Human Options what kind of expenses would you expect to see classified as program expenses (ie, expenses that directly relate to the mission).
Please submit your answers to me via Titanium. Please be sure to answer each of these questions in order. Points will be deducted for Grammar and spelling errors.
(From the Syllabus: I will deduct 10% of the points (***UP TO THE ENTIRE POINTS FOR THE ASSIGNMENT***) for each spelling, grammar or math errors)
Analytics, Data Science and A I: Systems for Decision Support
Eleventh Edition
Chapter 1
Overview of Business Intelligence, Analytics, Data Science, and Artificial Inte ...
It’s been three years since the General Data Protection Regulation shook up how organizations manage data security and privacy, ushering in a new focus on Data Governance. But what is the state of Data Governance today?
How has it evolved? What’s its role now? Building on prior research, erwin by Quest and ESG have partnered on a new study about what’s driving the practice of Data Governance, program maturity and current challenges. It also examines the connections to data operations and data protection, which is interesting given the fact that improving data security is now the No. 1 driver of Data Governance, according to this year’s survey respondents.
So please join us for this webinar to learn about the:
Other primary drivers for enterprise Data Governance programs
Most common bottlenecks to program maturity and sustainability
Advantages of aligning Data Governance with the other data disciplines
In a post-COVID world, data has the power to be even more transformative, and 84% of business and technology professionals say it represents the best opportunity to develop a competitive advantage during the next 12 to 24 months. Let’s make sure your organization has the intelligence it needs about both data and data systems to empower stakeholders in the front and back office to do what they need to do.
The document summarizes the results of a survey of the 300 largest companies in Argentina regarding their compliance and transparency practices. It found that while most companies recognize the importance of compliance, fewer have fully implemented compliance programs or designated compliance officers. Areas identified for improvement included increasing the number of companies with formal compliance programs and the scope of codes of conduct. Cooperation among compliance officers from different companies was seen as potentially relevant by 80% of respondents.
Three key findings from the survey:
1) The top 3 business initiatives IT will support are increased operational efficiency, improved customer experience, and cost reduction. The top 3 IT initiatives are cloud computing, modernizing legacy systems, and data governance.
2) Over two-thirds of respondents said siloed data negatively impacts their organization. The most common IT challenge was skills/staff shortage.
3) While most organizations are somewhat effective in getting value from data, making data accessible across the enterprise and delivering insights to business users outside of IT were challenges.
Information Innovation Index 2014 UK Research ResultsHitachi Vantara
The document summarizes the results of a survey of 200 IT decision-makers in UK enterprises. It finds that:
1) Most organizations are not currently mining untapped intelligence from their data, and many feel that outdated IT practices and the way data is stored and managed are limiting their ability to leverage data for business growth.
2) While most see untapped intelligence as having potential to drive growth, few organizations feel they are doing enough to realize this potential through innovation.
3) The vast majority of respondents agree that their organizations are drowning in data but not effectively extracting value from it, showing a need for improved data analytics capabilities.
Data Trends for 2019: Extracting Value from DataPrecisely
To get the most business value from data, you need to keep up with the latest tech trends – or do you?
View this webinar on-demand as we share the results from our 2019 Data Trends Survey! We'll reveal what organizations around the world are really up to at the intersection of technology, big data and business.
Key topics include:
• Business initiatives getting the most IT support in 2019
• Highest-priority IT initiatives
• Tech adoption rates, benefits and challenges
This document summarizes the results of a survey of 1,600 IT and business decision makers from organizations with over 1,000 employees and at least $500M in annual revenue across seven countries. The survey looked at companies' current status and motivations for adopting artificial intelligence as well as their preparations for and barriers to AI use. Key findings include that 25% of companies have fully deployed at least one AI solution and expect a 39% revenue rise by 2020 from AI. Most companies are investing in supporting IT infrastructure and developing internal knowledge for AI planning. The majority see ethics as important but over half believe ethical concerns currently limit AI's effectiveness. Future skills needs include active learning, complex problem solving and critical thinking.
CSUF – Acct 302Special Project, Non-ProfitsWhen you begin to unMargenePurnell14
CSUF – Acct 302Special Project, Non-Profits
When you begin to understand non-profits, donations are extremely important to enable the nonprofit to continue and expand its mission. Just as it happens in business, nonprofits look to expand their donor base and their program reach. Oftentimes, nonprofits that are funded by individual donations feel that if they reach out for the “large donations” like through grants or corporate sponsors, their life will be easier. The business issues with adding a new avenue of donations is the same as it is in a for profit entity: What are the costs involved in making this happen versus the eventual return. Furthermore, corporate donors and/or grants can come and go with changes in the economy or environment – which adds a large risk dimension to this source of funds.
Additionally, charities need to allocate expenses to either Program Service Expenses, Administrative expenses and Fund-Raising expenses. Charity Navigator and many contributors look to see how much and what % of total expenses are spent on Program Service Expenses versus Administrative or Fund-Raising Expenses. The higher the % of expenses spent on program expenses, generally the better the charity is viewed.
You can find summary information on Human Options Inc. (extracted from the Form 990) by searching for Human Options Inc. (a California not for profit) on the website CharityNavigator.org. Scroll down the page to view summary information about the charity and other charities performing similar work. The actual 990 can be found by visiting Human Options’ website. (humanoptions.org)
When you review the information about Human Options, answer the following questions:
1. What is Human Options’ mission?
2. Did total contributions increase or decrease for 2019? What was the main source of contributions for Human Options for 2019?
3. What comments do you have about the amount of money paid to the executive officer relative to the size of the charity and relative to other similar charities?
4. For the most recent year, what percent of total expenses were allocated to each of the categories: Program Services, Administrative Services, and Fundraising? Did total Program expenses increase or decrease from the prior year and does that seem reasonable to you?
5. Based on Human Options’ mission, if you were auditing Human Options what kind of expenses would you expect to see classified as program expenses (ie, expenses that directly relate to the mission).
Please submit your answers to me via Titanium. Please be sure to answer each of these questions in order. Points will be deducted for Grammar and spelling errors.
(From the Syllabus: I will deduct 10% of the points (***UP TO THE ENTIRE POINTS FOR THE ASSIGNMENT***) for each spelling, grammar or math errors)
Analytics, Data Science and A I: Systems for Decision Support
Eleventh Edition
Chapter 1
Overview of Business Intelligence, Analytics, Data Science, and Artificial Inte ...
It’s been three years since the General Data Protection Regulation shook up how organizations manage data security and privacy, ushering in a new focus on Data Governance. But what is the state of Data Governance today?
How has it evolved? What’s its role now? Building on prior research, erwin by Quest and ESG have partnered on a new study about what’s driving the practice of Data Governance, program maturity and current challenges. It also examines the connections to data operations and data protection, which is interesting given the fact that improving data security is now the No. 1 driver of Data Governance, according to this year’s survey respondents.
So please join us for this webinar to learn about the:
Other primary drivers for enterprise Data Governance programs
Most common bottlenecks to program maturity and sustainability
Advantages of aligning Data Governance with the other data disciplines
In a post-COVID world, data has the power to be even more transformative, and 84% of business and technology professionals say it represents the best opportunity to develop a competitive advantage during the next 12 to 24 months. Let’s make sure your organization has the intelligence it needs about both data and data systems to empower stakeholders in the front and back office to do what they need to do.
The document summarizes the results of a survey of the 300 largest companies in Argentina regarding their compliance and transparency practices. It found that while most companies recognize the importance of compliance, fewer have fully implemented compliance programs or designated compliance officers. Areas identified for improvement included increasing the number of companies with formal compliance programs and the scope of codes of conduct. Cooperation among compliance officers from different companies was seen as potentially relevant by 80% of respondents.
Three key findings from the survey:
1) The top 3 business initiatives IT will support are increased operational efficiency, improved customer experience, and cost reduction. The top 3 IT initiatives are cloud computing, modernizing legacy systems, and data governance.
2) Over two-thirds of respondents said siloed data negatively impacts their organization. The most common IT challenge was skills/staff shortage.
3) While most organizations are somewhat effective in getting value from data, making data accessible across the enterprise and delivering insights to business users outside of IT were challenges.
Information Innovation Index 2014 UK Research ResultsHitachi Vantara
The document summarizes the results of a survey of 200 IT decision-makers in UK enterprises. It finds that:
1) Most organizations are not currently mining untapped intelligence from their data, and many feel that outdated IT practices and the way data is stored and managed are limiting their ability to leverage data for business growth.
2) While most see untapped intelligence as having potential to drive growth, few organizations feel they are doing enough to realize this potential through innovation.
3) The vast majority of respondents agree that their organizations are drowning in data but not effectively extracting value from it, showing a need for improved data analytics capabilities.
The survey polled over 50 health systems to understand AI/ML adoption, challenges, and outlook. Key findings include:
- AI/ML adoption is higher among large health systems (> $1B revenue), with 71% of systems over $4B having adopted it
- Lack of clear use cases and ROI, skills shortage, and technology selection are top challenges for CIOs
- Clinical performance and operational improvements are top priority domains for seeing ROI from AI/ML
- While few health systems have large dedicated AI/ML teams now, 75% of large systems plan significant team growth in 3 years
The cognitive advantage insights from early adopters on driving business va...Diego Alberto Tamayo
The cognitive advantage
Cognitive computing is quickly emerging as a transformative technology that enables
organizations to gain business advantage. Also referred to as artificial intelligence (AI), cognitive
technology augments human expertise to unlock new intelligence from vast quantities of data and
to develop deep, predictive insights at scale. This shift to systems that can reason and learn is
especially germane to the bottom line; the cognitive era is here in large part because it makes
practical business sense.
For today’s firm, change is constant. The ever-evolving realities of the profession inspired Wolters Kluwer to explore two major questions in our 2014 Accounting Firm Preparedness Survey. First, what trends will have the most significant impact on accounting firms and their clients over the next five years? Second, how well prepared are accountants to take advantage of these trends?
501 Commons Washington State Nonprofit Technology Needs Survey501 Commons
The Washington Nonprofit Technology Needs Survey was distributed to 2,567 nonprofit organizations in the State of Washington. The survey was open to individuals in a wide array of positions at a wide array of nonprofits across the state. The nonprofits represented were diverse in industry-focus, size, and location in the state of Washington.
The survey had a response rate of approximately 15%, which is considered an adequate sample, and a total of 392 respondents. Of these respondents, 91% were reached through 501 Commons’ contact list. The other 9% were reached through a separate survey, which was distributed to nonprofits not associated with 501 Commons.
The following were the objectives of the survey:
Gain an understanding of Washington nonprofit technology use trends.
Identify key opportunities given technology needs identified by Washington nonprofits.
Understand how Washington nonprofit technology planning operates as a subset of their strategic planning.
Provide feedback to 501 Commons on their performance in the marketplace.
Navigating IT Complexity - Research report by IDGShoreTel
The primary objective of this research program is to explore IT decision makers’ attitudes toward and acceptance of technology complexity with a focus on IP telephony solutions. More specifically, the survey was designed to identify the extent to which companies are struggling with IT complexity as a macro issue, the perceived contributors to IT
complexity, adoption of IP telephony, and attitudes/experiences regarding complexity in IP telephony solutions.
The research was conducted online among the CIO and Network World audiences between September 14, 2010 and October 4, 2010. Respondents were screened for title (IT manager and above or LOB executive), core job responsibilities (strategic focus), company size of 50 or more employees, and for the implementation or planned implementation of IT telephony solutions. A total of 324 qualified respondents are represented in this summary; 186 respondents are members of the CIO audience, 138 respondents are members of the Network World audience.
Mitigating risk and keeping an organization secure continues to be a challenge. CSO’s annual State of the CSO survey is conducted to provide a complete overview of the evolving role of CSOs in today’s business climate, from security strategy, to metrics, budget and function ownership.
Leader or Laggard: How Data Drives Competitive Advantage in the Investment Co...State Street
In an age where asset owners and managers face vast amounts of data, two distinct groups are emerging. The data leaders are using smart data strategies for valuable insights and a competitive edge, while the laggards struggle to master data complexity. There are key strategies these institutional investors need to go from laggard to leader – and pull ahead of the pack.
Despite a global IT spend of over $4 Trillion, 67% of CEOs & CIOs are misaligned on how IT should be enabling the business*.. With the dramatic increase in digital technology & the business’s appetite to understand and enable their own innovations through technology, CIOs are challenged with the need to rapidly understand business inputs, stakeholder satisfaction, and assess their own teams internal capabilities. Info-Tech has found too often this is done through ad-hoc and informal processes, making improvement hard to measure, and success impossible to define. A new model is needed to enable the CIO to rapidly make decisions, prove success & analyze challenges with DATA.
In this session Info-Tech will present how CIOs can overcome these challenges, and forge a new data driven approach to rapidly accelerate decision making, as well as measure the benefits of IT with DATA. Info-Tech will share insights from Info-Tech’s 3 year Stakeholder Satisfaction Study & how IT can enable transformation at unparalleled rates.
By the Numbers:
• 66% of CEOs don’t understand how to use IT to transform the business.
• 84% of IT Organizations score below 80% on IT satisfaction
• 43% of CIOs overestimate the size of their next budget.
• 78% of CEOs/CIOs are aligned on what IT issues impede innovation BUT are Highly Misaligned on the Business Barriers that Impede Innovation
• 72% of business leaders misjudge which services really matter to them
* Info-Techs CEO/CIO Alignment study
Accelerating IT Transformation with Data & Analytic s Matt Mandich
Despite a global IT spend of over $4 Trillion, 67% of CEOs & CIOs are misaligned on how IT should be enabling the business*.. With the dramatic increase in digital technology & the business’s appetite to understand and enable their own innovations through technology, CIOs are challenged with the need to rapidly understand business inputs, stakeholder satisfaction, and assess their own teams internal capabilities. Info-Tech has found too often this is done through ad-hoc and informal processes, making improvement hard to measure, and success impossible to define. A new model is needed to enable the CIO to rapidly make decisions, prove success & analyze challenges with DATA.
In this session Info-Tech will present how CIOs can overcome these challenges, and forge a new data driven approach to rapidly accelerate decision making, as well as measure the benefits of IT with DATA. Info-Tech will share insights from Info-Tech’s 3 year Stakeholder Satisfaction Study & how IT can enable transformation at unparalleled rates.
By the Numbers:
• 66% of CEOs don’t understand how to use IT to transform the business.
• 84% of IT Organizations score below 80% on IT satisfaction
• 43% of CIOs overestimate the size of their next budget.
• 78% of CEOs/CIOs are aligned on what IT issues impede innovation BUT are Highly Misaligned on the Business Barriers that Impede Innovation
• 72% of business leaders misjudge which services really matter to them
* Info-Techs CEO/CIO Alignment study
Storage: Limitations, Frustrations, and Coping with Future NeedsRed_Hat_Storage
The document summarizes research results from a survey of 500 IT decision makers responsible for storage at their organizations. Key findings include:
- Most organizations currently own the majority of their servers but still rely on vendors for data storage products and services.
- Respondents feel budget and data volume increases put pressure on storage infrastructure and budgets. Most expect data volumes to increase significantly in the next 3-5 years.
- Inadequate storage infrastructure is one of the top weekly pain points and frustrations for many organizations. Few feel ready to handle rapidly growing data needs or workloads at petabyte scale.
- While some view storage as an opportunity, many see current solutions as inflexible and unable to meet future
Technology has both positive and negative impacts on small businesses. Positively, technology enhances efficiency, increases customers, and helps save time and money. However, technology is continuously improving and becoming more expensive. It also poses risks like data leakage and hacking. A survey found most small businesses agree technology helps with growth but some doubt its contribution. Analysis of data found technology contributes to smooth operations for most small businesses but fails to provide outcomes for some. In conclusion, technology can help small businesses flourish if deployed carefully considering both benefits and drawbacks.
The document discusses the results of a survey about machine learning adoption among businesses. Some key findings include:
- 60% of respondents have already implemented ML strategies, with nearly 1/3 considering themselves mature in their initiatives.
- Early adopters are realizing benefits like increased data insights and return on investment.
- Common ML projects include image recognition, text analysis, and natural language processing.
- While most organizations plan to adopt ML, some lack understanding of how to apply it or secure funding.
- Data scientists and C-suite executives are often the champions of ML initiatives within organizations.
Automation of IT systems can save public sector organizations time and money while increasing productivity, according to a survey of 162 IT professionals. Network configuration management was found to be the most beneficial automation tool, saving over 58% of respondents' time. While 53% of respondents said automation had not changed their IT staff sizes, 67% saw increased productivity and over 84% believed automation saved time. However, integrating tools, budget constraints, and lack of training were cited as challenges to successful automation rollout. Compliance reporting requirements were also driving many organizations' decisions to adopt automation.
Get insights into EMA’s most recent research findings on enterprise service management (ESM) when you check out these webinar slides. This research examines ESM as both a logical, evolutionary extension of ITSM and as a revolutionary outgrowth of the digital transformation culture.
The document discusses the challenges posed by data revolution and proposes SMART Statistics as a concept to help statistical organizations adapt. It defines SMART Statistics as data compiled through non-traditional means but equally trusted. The document outlines some key dimensions of SMART Statistics including organizational structure, business processes, and outcomes. It emphasizes the need for statistical organizations to become more innovative, responsive, and demand-driven to remain relevant in the current data landscape.
Analytic Transformation | 2013 Loras College Business Analytics SymposiumCartegraph
The document summarizes key points from a 2013 analytics symposium. It discusses trends in big data discovery, mobility, real-time decisions, and predictive analytics. Big data allows tapping diverse data sets to find unknown relationships and make data-driven decisions. It impacts many industries. Real-time data and decisions are important as over 80% of executives say critical information is delivered too late. Predictive analytics and visualization help add meaning to data. Mobility increases access and analytical collaboration anywhere.
Dr. Rado Kotorov discusses maximizing information capital through business intelligence and analytics. While BI adoption is still low after 20 years, with the right approach organizations can leverage data to better align goals and activities, improve decision making at all levels, and gain a competitive advantage through extreme returns on their information investments. Key enablers include focusing on pervasive access for all employees as well as real-time, predictive analytics over batch reporting. Information Builders offers a platform and solutions to help customers maximize the value of their information capital.
Transforming the Modern PMO- Harnessing AI-Driven Strategic Portfolio Managem...OnePlan Solutions
Dive into this illuminating webinar to discover:
The Contemporary PMO: Explore the dynamic role of the PMO in today’s businesses and the necessity of marrying strategy with practical execution.
Strategic Portfolio Management Demystified: Gain a comprehensive understanding of Strategic Portfolio Management’s core principles, its relevance in the present landscape, and its future trajectory.
OnePlan’s AI-Enabled Advantage: Unpack how OnePlan’s AI-driven Strategic Portfolio, Financial, Resource, and Work Management Platform—integrated with tools like Microsoft Project, Project for the web, Microsoft Planner, Azure DevOps, Jira, Smartsheet, and more—offers a panoramic view of enterprise work. Grasp how this holistic perspective can empower PMOs to make data-driven decisions.
Integration Excellence: Learn the seamless way OnePlan integrates with Microsoft 365, maximizing collaboration, productivity, and strategic alignment across your organization.
Case Studies: Delve into real-life success stories where organizations have capitalized on the combined might of Microsoft 365 and OnePlan to redefine their portfolio management and align with their strategic imperatives.
IDC overviews latest digital workplace research and insightsnexthink
IDC’s Angela Salmeron (Associate Research Director, European Future of Work) overviewed the latest research and trends in digital workplace and transformation as we transition to a future of work centred on supporting a hybrid working culture.
The document summarizes the results of a survey of IT executives about the impact of the economy on IT spending. According to the survey:
- Over half of respondents said their IT budgets would decrease in the next 12 months compared to 26% in previous surveys.
- Most respondents said they had contingency plans (51%) or were planning them (26%) to cut IT budgets if needed.
- Common cost-cutting measures included postponing projects, hiring freezes, and renegotiating contracts.
- Most respondents planned to focus investments on business innovation (33%) over revenue growth or cost cuts.
The survey polled over 50 health systems to understand AI/ML adoption, challenges, and outlook. Key findings include:
- AI/ML adoption is higher among large health systems (> $1B revenue), with 71% of systems over $4B having adopted it
- Lack of clear use cases and ROI, skills shortage, and technology selection are top challenges for CIOs
- Clinical performance and operational improvements are top priority domains for seeing ROI from AI/ML
- While few health systems have large dedicated AI/ML teams now, 75% of large systems plan significant team growth in 3 years
The cognitive advantage insights from early adopters on driving business va...Diego Alberto Tamayo
The cognitive advantage
Cognitive computing is quickly emerging as a transformative technology that enables
organizations to gain business advantage. Also referred to as artificial intelligence (AI), cognitive
technology augments human expertise to unlock new intelligence from vast quantities of data and
to develop deep, predictive insights at scale. This shift to systems that can reason and learn is
especially germane to the bottom line; the cognitive era is here in large part because it makes
practical business sense.
For today’s firm, change is constant. The ever-evolving realities of the profession inspired Wolters Kluwer to explore two major questions in our 2014 Accounting Firm Preparedness Survey. First, what trends will have the most significant impact on accounting firms and their clients over the next five years? Second, how well prepared are accountants to take advantage of these trends?
501 Commons Washington State Nonprofit Technology Needs Survey501 Commons
The Washington Nonprofit Technology Needs Survey was distributed to 2,567 nonprofit organizations in the State of Washington. The survey was open to individuals in a wide array of positions at a wide array of nonprofits across the state. The nonprofits represented were diverse in industry-focus, size, and location in the state of Washington.
The survey had a response rate of approximately 15%, which is considered an adequate sample, and a total of 392 respondents. Of these respondents, 91% were reached through 501 Commons’ contact list. The other 9% were reached through a separate survey, which was distributed to nonprofits not associated with 501 Commons.
The following were the objectives of the survey:
Gain an understanding of Washington nonprofit technology use trends.
Identify key opportunities given technology needs identified by Washington nonprofits.
Understand how Washington nonprofit technology planning operates as a subset of their strategic planning.
Provide feedback to 501 Commons on their performance in the marketplace.
Navigating IT Complexity - Research report by IDGShoreTel
The primary objective of this research program is to explore IT decision makers’ attitudes toward and acceptance of technology complexity with a focus on IP telephony solutions. More specifically, the survey was designed to identify the extent to which companies are struggling with IT complexity as a macro issue, the perceived contributors to IT
complexity, adoption of IP telephony, and attitudes/experiences regarding complexity in IP telephony solutions.
The research was conducted online among the CIO and Network World audiences between September 14, 2010 and October 4, 2010. Respondents were screened for title (IT manager and above or LOB executive), core job responsibilities (strategic focus), company size of 50 or more employees, and for the implementation or planned implementation of IT telephony solutions. A total of 324 qualified respondents are represented in this summary; 186 respondents are members of the CIO audience, 138 respondents are members of the Network World audience.
Mitigating risk and keeping an organization secure continues to be a challenge. CSO’s annual State of the CSO survey is conducted to provide a complete overview of the evolving role of CSOs in today’s business climate, from security strategy, to metrics, budget and function ownership.
Leader or Laggard: How Data Drives Competitive Advantage in the Investment Co...State Street
In an age where asset owners and managers face vast amounts of data, two distinct groups are emerging. The data leaders are using smart data strategies for valuable insights and a competitive edge, while the laggards struggle to master data complexity. There are key strategies these institutional investors need to go from laggard to leader – and pull ahead of the pack.
Despite a global IT spend of over $4 Trillion, 67% of CEOs & CIOs are misaligned on how IT should be enabling the business*.. With the dramatic increase in digital technology & the business’s appetite to understand and enable their own innovations through technology, CIOs are challenged with the need to rapidly understand business inputs, stakeholder satisfaction, and assess their own teams internal capabilities. Info-Tech has found too often this is done through ad-hoc and informal processes, making improvement hard to measure, and success impossible to define. A new model is needed to enable the CIO to rapidly make decisions, prove success & analyze challenges with DATA.
In this session Info-Tech will present how CIOs can overcome these challenges, and forge a new data driven approach to rapidly accelerate decision making, as well as measure the benefits of IT with DATA. Info-Tech will share insights from Info-Tech’s 3 year Stakeholder Satisfaction Study & how IT can enable transformation at unparalleled rates.
By the Numbers:
• 66% of CEOs don’t understand how to use IT to transform the business.
• 84% of IT Organizations score below 80% on IT satisfaction
• 43% of CIOs overestimate the size of their next budget.
• 78% of CEOs/CIOs are aligned on what IT issues impede innovation BUT are Highly Misaligned on the Business Barriers that Impede Innovation
• 72% of business leaders misjudge which services really matter to them
* Info-Techs CEO/CIO Alignment study
Accelerating IT Transformation with Data & Analytic s Matt Mandich
Despite a global IT spend of over $4 Trillion, 67% of CEOs & CIOs are misaligned on how IT should be enabling the business*.. With the dramatic increase in digital technology & the business’s appetite to understand and enable their own innovations through technology, CIOs are challenged with the need to rapidly understand business inputs, stakeholder satisfaction, and assess their own teams internal capabilities. Info-Tech has found too often this is done through ad-hoc and informal processes, making improvement hard to measure, and success impossible to define. A new model is needed to enable the CIO to rapidly make decisions, prove success & analyze challenges with DATA.
In this session Info-Tech will present how CIOs can overcome these challenges, and forge a new data driven approach to rapidly accelerate decision making, as well as measure the benefits of IT with DATA. Info-Tech will share insights from Info-Tech’s 3 year Stakeholder Satisfaction Study & how IT can enable transformation at unparalleled rates.
By the Numbers:
• 66% of CEOs don’t understand how to use IT to transform the business.
• 84% of IT Organizations score below 80% on IT satisfaction
• 43% of CIOs overestimate the size of their next budget.
• 78% of CEOs/CIOs are aligned on what IT issues impede innovation BUT are Highly Misaligned on the Business Barriers that Impede Innovation
• 72% of business leaders misjudge which services really matter to them
* Info-Techs CEO/CIO Alignment study
Storage: Limitations, Frustrations, and Coping with Future NeedsRed_Hat_Storage
The document summarizes research results from a survey of 500 IT decision makers responsible for storage at their organizations. Key findings include:
- Most organizations currently own the majority of their servers but still rely on vendors for data storage products and services.
- Respondents feel budget and data volume increases put pressure on storage infrastructure and budgets. Most expect data volumes to increase significantly in the next 3-5 years.
- Inadequate storage infrastructure is one of the top weekly pain points and frustrations for many organizations. Few feel ready to handle rapidly growing data needs or workloads at petabyte scale.
- While some view storage as an opportunity, many see current solutions as inflexible and unable to meet future
Technology has both positive and negative impacts on small businesses. Positively, technology enhances efficiency, increases customers, and helps save time and money. However, technology is continuously improving and becoming more expensive. It also poses risks like data leakage and hacking. A survey found most small businesses agree technology helps with growth but some doubt its contribution. Analysis of data found technology contributes to smooth operations for most small businesses but fails to provide outcomes for some. In conclusion, technology can help small businesses flourish if deployed carefully considering both benefits and drawbacks.
The document discusses the results of a survey about machine learning adoption among businesses. Some key findings include:
- 60% of respondents have already implemented ML strategies, with nearly 1/3 considering themselves mature in their initiatives.
- Early adopters are realizing benefits like increased data insights and return on investment.
- Common ML projects include image recognition, text analysis, and natural language processing.
- While most organizations plan to adopt ML, some lack understanding of how to apply it or secure funding.
- Data scientists and C-suite executives are often the champions of ML initiatives within organizations.
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Final Research Presentation Pioneer Squad.pdf
1. Evaluating the Role of Artificial
Intelligence in Enhancing Accounting
Information Systems (AIS) for Financial
Decision-Making
A Research On
Course Name: Research Methodology
Course Code: ACCT-6404
Semester: 4th (Fall,2023)
Batch: 1st
Department of Accounting and Information
Systems
Faculty of Business Studies
Jagannath University
2. Course Instructor
Serial Name ID
01 Afrin Anwar Anika M22010201121
02 Audrey June Mondol M22010201128
03 Iftay Khairul Ibrahim M22010201103
04 Safayat Islam Santo M22010201133
Dr. Shilpi Das
Associate Professor
Department of Accounting and Information
Systems
Faculty of Business Studies
Jagannath University
Group Members
3. Introduction
AI, or Artificial Intelligence, is the development of
computer systems capable of performing tasks
that typically require human intelligence, such as
learning, problem-solving, and decision-making.
AIS, or Accounting Information System, is a
computer-based system that collects, stores,
processes, and reports financial data to facilitate
accounting and financial management in
organizations.
We delve into the transformative impact of
Artificial Intelligence (AI) on Accounting
Information Systems (AIS). Explore how AI-driven
automation streamlines accounting processes,
advanced analytics offers insights, and real-world
examples illustrate its power in facilitating
smarter financial decision-making.
6. Data Collection
Survey Design and Implementation
Interviewee Selection and Process
Preparing Survey Questions.
Google Forms.
Accounting professionals, Financial analyst, Decision-
makers.
Random Organizations.
50 Samples.
Extensive knowledge in the domains of AI,
AIS, and financial decision-making
9. Gender
29
21
Male Female
21 indicated their gender as female, comprising 42% of the sample.
Male Female
58% 42%
29 identified as male, making up 58% of the sample.
10. Age
It highlights that our sample primarily
consists of adults, with most falling
within the 26-40 age bracket.
18 to 25 26 to 40 41 and above
18% 76% 06%
0
9
38
3
Under 18 18-25 26-40 41 and above
18-25 years: 9 respondents (18% of the sample)
26-40 years: 38 respondents (76% of the sample)
41 and above: 3 respondents (6% of the sample)
11. Question-01
This widespread familiarity with AI among our
sample underscores the importance and current
relevance of our research, which seeks to assess
how Artificial Intelligence enhances Accounting
Information Systems (AIS) for financial decision-
making.
Yes No 41 and above
98% 02%
49
1
Yes No
Familiar - 49 respondents (98% of the sample)
Unfamiliar - Only 1 participant (2% of the sample)
Are you familiar with the concept of Artificial Intelligence AI)?
12. Question-02
These responses mirror the varying degrees of
knowledge found within our sample concerning
AIS
4
6
21
15
4
0
5
10
15
20
25
1 2 3 4 5
Not at all Knowledgeable (1): 4 respondents (8% of the
sample)
Somewhat Knowledgeable (2): 6 respondents (12% of the
sample)
Moderately Knowledgeable (3): 21 respondents (42% of
the sample)
Very Knowledgeable (4): 15 respondents (30% of the
sample)
Extremely Knowledgeable (5): 4 respondents (8% of the
sample)
How knowledgeable are you about Accounting Information Systems (AIS)?
1 2 3
08% 12% 42%
4
30%
5
08%
13. It is anticipated that differing levels of
familiarity may have an impact on how
respondents perceive and evaluate the
influence of AI in the context of AIS.
Not Familiar at All Somewhat Familiar Very Familiar
08% 46% 46%
4
23
23
Not Familiar at All
Somewhat Familiar
Very Familia
Not Familiar at All: 4 respondents (8% of the sample)
Somewhat Familiar: 23 respondents (46% of the sample)
Very Familiar: 23 respondents (46% of the sample)
Which of the following best describes your understanding of Accounting
Information Systems (AIS)?
Question-03
14. Question-04 & 05
These responses shed light on the extent of
hands-on familiarity with AI within our sample.
Yes No 41 and above
34% 66%
17
33
Yes No
Yes: 17 respondents (34% of the sample)
No: 33 respondents (66% of the sample)
Have you ever used AI-powered tools or software in an accounting
or financial context?
If yes in the Question No-4, please describe your experience and
the specific AI Tools or software you used?
SAP, ERP and Tally Software, XERO and
QuickBooks
15. Question-06
These varied perspectives are crucial as we assess how
AI contributes to improving Accounting Information
Systems (AIS) for financial decision-making.
No Impact (1): 4 respondents (8% of the sample)
Minimal Impact (2): 5 respondents (10% of the sample)
Moderate Impact (3): 17 respondents (34% of the sample)
Substantial Impact (4): 17 respondents (34% of the
sample)
Significantly Improved (5): 7 respondents (14% of the
sample)
Rate the impact of AI on the efficiency of accounting processes
1 2 3
08% 10% 34%
4
34%
5
14%
4
5
17 17
7
0
2
4
6
8
10
12
14
16
18
1 2 3 4 5
16. Question-07
These differing outlooks offer valuable insights into
how AI integration in AIS for financial decision-making
is perceived.
Strongly Disagree (1): 3 respondents (6% of the sample)
Disagree (2): 6 respondents (12% of the sample)
Neutral (3): 13 respondents (26% of the sample)
Agree (4): 22 respondents (44% of the sample)
Strongly Agree (5): 6 respondents (12% of the sample)
Rate the impact of AI on the accuracy of financial data and reporting in AIS
1 2 3
06% 12% 26%
4
44%
5
12%
3
6
13
22
7
0
5
10
15
20
25
1 2 3 4 5
17. AI has had a favorable impact on the
efficiency of accounting procedures
Significantly
Improved
Somewhat
Improved
No Impact
64% 36% 0%
32
18
0
Significantly Improved
Somewhat Improved
No Impact
Made it Worse
Significantly Improved: 32 respondents (64% of the sample)
Somewhat Improved: 18 respondents (36% of the sample)
No Impact: 0 respondents (0% of the sample)
Made it Worse: 0 respondents (0% of the sample)
Made it Worse
0%
Question-08 In your opinion, how has AI impacted the efficiency of accounting
processes?
18. Question-09
These responses emphasize the multifaceted nature of
concerns and challenges connected with the
integration of AI into AIS for financial decision-making.
Data Security: 15 respondents (30% of the sample)
Privacy Issues: 11 respondents (22% of the sample)
Ethical Concerns: 2 respondents (4% of the sample)
Skill Gaps: 14 respondents (28% of the sample)
Cost of Implementation: 8 respondents (16% of the
sample)
What concerns or challenges do you associate with integrating AI into AIS
for financial decision-making?
Data Security
Privacy
Issues
Ethical Concerns
30% 22% 04%
Skill Gaps
28%
Cost of
Implementation
16%
15
11
2
14
Data Security
Privacy Issues
Ethical Concerns
Skill Gaps
Cost of Implementation
19. Question-10
These responses reveal the range of satisfaction levels
present among our survey participants regarding
AIdriven accounting tools and software.
Poor (1): 3 respondents (6% of the sample)
Fair (2): 6 respondents (12% of the sample)
Good (3): 21 respondents (42% of the sample)
Very Good (4): 17 respondents (34% of the sample)
Excellent (5): 3 respondents (6% of the sample
Rate your overall experience with AI-powered accounting tools/software
1 2 3
06% 12% 42%
4
34%
5
06%
3
6
21
17
6
0
5
10
15
20
25
1 2 3 4 5
20. These responses showcase the wide array of
perceived advantages found within our survey
participants
regarding the role of AI in Accounting Information
Systems (AIS) for financial decision-making.
Decreasing
Complexity Improving Efficiency
Decreasing the
requirement of
outside financial
audits
20% 56% 14%
10
28
7
5
Decreasing Complexity
Improving Efficiency of Data Entry and
Processing
Decreasing the requirement of outside
financial audits
Eliminating the Need for Human Involvement
Decreasing Complexity: 10 respondents (20% of the sample)
Improving Efficiency of Data Entry and Processing: 28
respondents (56% of the sample)
Decreasing the requirement of outside financial audits: 7
respondents (14% of the sample)
Eliminating the Need for Human Involvement: 5 respondents
(10% of the sample)
Eliminating the
Need for Human
Involvement
10%
Question-11 What types of advantages do you think for the improvement of AI into
accounting information systems for financial decision making?
21. Question-12
These responses unveil a range of readiness within our
survey group to embrace AI-driven AIS solutions
How willing would you be to adopt AI-powered AIS solutions in your
current or future role?
1 2 3
04% 06% 06%
4
08%
5
14%
2
3 3
4
7
5
9
13
0
4
0
2
4
6
8
10
12
14
1 2 3 4 5 6 7 8 9 10 6 7 8
10% 18% 26%
9
0%
10
08%
Recognizing these levels of readiness is essential as we
investigate the contribution of Artificial Intelligence in
improving AIS for financial decision-making,
accounting for the differing degrees of openness
among professionals and decision-makers.
22. Question-13
These responses portray a wide spectrum of comfort
levels among our survey participants regarding the use
of AI in the field of accounting.
Very Comfortable: 12 respondents (24% of the sample)
Somewhat Comfortable: 11 respondents (22% of the
sample)
Neutral: 25 respondents (50% of the sample)
Somewhat Uncomfortable: 2 respondents (4% of the
sample)
Very Uncomfortable: 0 respondents (0% of the sample
Please indicate your level of comfort with using AI in accounting?
Very
Comfortable
Somewhat
Comfortable
Neutral
24% 22% 50%
Somewhat
Uncomfortable
04%
Very
Uncomfortable
0%
12
11
25
2 0
Very Comfortable
Somewhat Comfortable
Neutral
Somewhat Uncomfortable
Very Uncomfortable
23. Question-14
These responses suggest a widespread belief
among our survey participants that AI-powered
AIS can
improve efficiency and lower the chances of
errors in financial reporting
Yes No 41 and above
86% 14%
43
7
Yes No
Yes: 43 respondents (86% of the sample)
No: 7 respondents (14% of the sample)
Do you think AI-powered AIS can both enhance efficiency and
reduce the likelihood of errors in financial reporting?
24. Question-15
These responses indicate a prevailing sentiment among
our survey participants that AI has undeniably brought
about significant changes in AIS for financial decision-
making.
Strongly Agree: 14 respondents (28% of the sample)
Agree: 23 respondents (46% of the sample)
Neutral: 11 respondents (22% of the sample)
Disagree: 0 respondents (0% of the sample)
Strongly Disagree: 2 respondents (4% of the sample)
Do you think AI has already proven to be a game-changer in AIS, hasn't it?
Strongly
Agree
Agree Neutral
28% 46% 22%
Disagree
0%
Strongly
Disagree
04%
14
23
11
0 2
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
25. Discussion &
Recommendation
Interpretation of Findings
AI's Impact on Financial Decision-Making
Future Research Directions
Our research has provided valuable insights
into how AI enhances AIS for financial
decision-making. As AI continues to reshape
the accounting profession.
26. Conclusion
In conclusion, Our research has found significant
insights into the integration of AI into AIS and its
impact on financial decision-making. We found that
AI adoption within AIS varies among organizations,
with some at advanced stages and others just
beginning to explore its potential. Our research
serves as a stepping stone in this journey, providing
valuable insights into the integration of AI into AIS
and its impact on financial decision-making.