凯捷：软件的艺术：汽车行业创造价值新途径(英文 80 页)

软件正在重新定义未来商业时代。到2030年，由软件定义的产品或服务为车企带来的营收占比预计将提升至32%。

摘要

软件是一种战略能力，正在转变企业设计产品和服务的方式、运作、竞争以及向客户提供价值的方式。

在当今快速演变的商业环境中，每家公司都必须成为一家软件公司，无论其行业或部门如何。有62%的组织同意软件为他们提供了竞争优势。近60%的组织同意，由软件驱动的转型现已成为董事会级别的议题。

为了保持竞争力，组织正在加速他们在软件转型上的投资：

我们的研究显示，平均而言，近18%的研发预算用于软件驱动的转型。此外，60%的人表示他们的投资水平到2025年可能会增加（平均增加9%）。

生成式AI将加速软件转型：

我们的研究表明，在未来12个月中，72%的组织将使用生成式AI来增强软件工程。此外，在接下来的12个月中，生成式AI将协助编写每5行代码中的1行。

成功的转型具有巨大的收入潜力——到2030年将增长四倍：

组织预计，基于软件的收入占总收入的比例将在2030财年增长到近30%，从2022财年的7%增长。领先的组织已经从软件驱动的转型中获益，从加速研发到成本削减和改善客户体验。

为了实现成功的转型，组织应遵循基于六大支柱的综合方法：

1.战略化：组织需要将其软件投资与整体战略对齐，以评估前者如何增强他们的产品和服务；为客户提供价值；并增强他们的竞争定位。此外，展示有形的投资回报对于获得管理层的支持至关重要。

2. 设计：今天，只有三分之一（34%）的组织使用客户洞察来调整他们的软件产品和服务设计。专注于可适应的、以人为中心的设计，可以根据客户反馈进行调整，确保相关性和竞争力，并促进持续改进。注重标准化、模块化和可扩展性的架构框架也是必不可少的。组织应将可持续性融入软件设计决策中，以优化数据结构。

3.协作：为了转型成为真正的软件组织，他们必须确定哪些软件前沿领域需要合作伙伴支持；评估现有的供应商和合作伙伴；并与一系列生态系统参与者培养长期战略伙伴关系。与战略伙伴合作可以引入利用软件驱动转型所需的专业知识和敏捷性。在内部，培养以软件为中心和协作的文化是关键。

4.强化：组织还需要建立全面战略，获取与软件工程、云计算和数据、网络安全以及人工智能（AI）相关的关键技能。组织预计，在未来三年内，39%的员工将处于基于软件的领域。为了融合行业技能与新的软件技能，他们需要开发能够支持密集培训计划的卓越中心。

5.组织：组织应专注于围绕软件产品和服务构建模型。这将涉及强大的自主团队的结合；

模型应按生产或服务边界划分；以客户满意度为驱动；并应用敏捷和精益管理原则，如透明性、授权、协作、迭代交付和实验。

6.简化：将敏捷性与标准化的软件工厂整合在一起，这些软件工厂支持持续集成和使用标准化的应用程序编程接口（API）和微服务，提高了效率和价值实现。随着组织将生成式AI整合进他们的软件之旅，制定一个清晰的愿景、策略和路线图，以优先考虑用例变得至关重要。此外，还需要加强测试能力并建立防护措施，以确保在软件工程中负责任且有效地使用生成式AI。

摘要

Software is a strategic capability, transforming the way businesses design their products and services, function, compete, and provide value to their customers.

In today's rapidly evolving business landscape, every company must become a software company, regardless of its industry or sector. A significant 62 percent of organizations concur that software offers them a competitive advantage. Nearly 60 percent of organizations agree that software-driven transformation is now a board-level topic.

To stay competitive, organizations are accelerating their investments in software transformation:

Our research shows that, on average, nearly 18 percent of R&D budgets are spent on software-driven transformation. Moreover, 60 percent say their investment level is likely to increase by 2025 (by 9 percent from current levels, on average).

Generative AI will accelerate software transformation:

Our research shows that 72 percent of organizations will use Generative AI to augment software engineering in the next 12 months. Moreover, Generative AI will assist in writing 1 among every 5 lines of code in the coming 12 months.

Successful transformation has immense revenue potential – quadrupling by 2030:

Organizations expect software-based revenue as a share of total revenue to grow to nearly 30 percent (in FY 2030) from 7 percent (in FY 2022). Leading organizations are already enjoying benefits from software-driven transformation, from faster R&D to cost reduction and improved customer experience.

To realize a successful transformation, organizations should follow a comprehensive approach based on six pillars:

1.Strategize: Organizations need to align their software investment with their overall strategy to assess how the former can enhance their products and services; deliver value to their customers; and bolster their competitive positioning. Additionally, demonstrating a tangible ROI is crucial to securing management buy-in.

2. Design: Today, only one in three (34 percent) organizations uses customer insights to adapt their software product and services design. A focus 

on adaptive, human-centric design, which can be adjusted in response to customer feedback, ensures relevance and competitiveness and promotes ongoing improvement. An architectural framework that focuses on standardization, modularity, and scalability is also essential. Organizations should integrate sustainability into software-design decisions to optimize data structures.

3.Collaborate: To transform into a true software organization, they must identify key software frontiers where partner support is required; assess existing suppliers and partners; and nurture long-term strategic partnerships with a range of ecosystem players. Collaborating with strategic partners can introduce the expertise and agility required to capitalize on the benefits of software-driven transformation. Internally, fostering a software-centric and collaborative culture is key. 

4. Strengthen: Organizations also need to establish a comprehensive strategy to acquire critical skills related to software engineering, cloud and data, cybersecurity, and artificial intelligence (AI). Organizations expect 39 percent of their workforce to be in software-based domains within the next three years. To merge the industry skills with the new software skills, they need to develop centers of excellence capable of supporting intensive training programs.

5.Organize: Organizations should focus on building a model around software products and services. This will involve a combination of strong autonomous teams; 

the model should be split by production or service perimeter; driven by client satisfaction; and apply agile and lean management principles, such as transparency, empowerment, collaboration, iterative delivery, and experimentation.

6. Streamline: Integrating agility with standardized

software factories, which endorse continuous integration and the utilization of standardized application programming interfaces (APIs) and micro-services enhances efficiency and value realization. As organizations integrate Generative AI into their software journeys, it is imperative to develop a clear vision, strategy, and roadmap for prioritizing use cases. Additionally, there is a requirement to bolster testing capabilities and establish guardrails to ensure responsible and effective usage of Generative AI in software engineering.

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