2025年AI与数位趋势报告 Al and Digital Trends

●Econsultancy

dobe

2025AIandDigitalTrends

Tableofcontents

Executivesummary3

Section1:DrivinggrowththroughAI.4

Frominsightstoinnovation:Personalization’sturboboost.4

Techleadstheway,butpeoplestayatthecenterin2025plans.5

TransformingAIadoptionintomeasurableresults.6

Therisingdemandsonmarketing.6

Section2:Exceptionalexperiencesstartwithconnecteddata.7

Whypersonalizationstillfallsshort.9

Fragmenteddataholdsbackreal-timepersonalization.9

Fromdatasilostoconnectedexperiences.10

Section3:GenerativeAIexpandsfromefficiencytoengagement.11

SuccesswithAIdemandsurgencyandprecision.12

AcceleratingAIadoptionwithvirtualassistantsleadingtheway.14

TheevolutiontowardagenticAI.15

Section4:Balancinginnovation,trust,andorganizationalchange.16

Risingdemand,limitedresources:ThecaseforoperationalagenticAI.16

Buildingastrongdatafoundation.17

Definingdistributedownershipofthecustomerjourney.19

AI’sroleinCXandmarketing:Aligningmarketingandtechnologyteams.20

Recommendations21

Methodology22

Executivesurvey22

Consumersurvey22

2

Executivesummary

Businessesarepoisedformeaningfulchangein2025.They’vealignedpriorities

andtechnologiestodelivertrulypersonalizedcustomerexperiences—powered

byadvancedtoolsand

smarteruseofdata,whichhaveunlockedinsightsthatwereonceoutofreach.

Mostnotably,theadoptionofartificialintelligence

(AI)ismovingbeyondthepilotstageanddeliveringmeasurablereturnsasleadingorganizationsredefinehowtheyconnectwithcustomers,streamlineoperations,anddriveinnovation.

Keylearnings:

CompaniesaretakingboldstepstounlockthepotentialofgenerativeAI.

Thebenefitsaretransformative—acceleratingrevenuegrowth,boosting

productivity,andenablingmoreefficientcontentcreation.EstablishingclearROImetricsiscriticalforscalingtheseinitiatives,andstartswithfosteringdataunityandstrongcross-departmentalcollaboration.

PrivacyconcernsandthecomplexityofAIadoptionremainsignificant

hurdles.Integratingcustomerdatademandsrobustprivacy,security,and

governanceframeworks.AsorganizationsdeepentheirAIadoption,managingthesecomplexitiesdemandsgreaterfocusandresources.Earlyadopterssetclearobjectivesandmetrics.

AgenticAIopensnewopportunitiestoenhancebothexperiencesand

workflows.AutonomousAIagentsworkingtogetherwilldeliverefficiencygainsandsmartersupportformarketerswhileprovidingconsumerswithaconcierge-likeexperienceofconvenience,speed,andpersonalization.Asthisemergingsolutiongainsafoothold,agenticAIispoisedtoreshapehowmarketersscaletheirefforts,improvequality,andboostconversions.

Organizationsaremovingbeyondunderstandingcustomerneedsto

anticipatingthem.Whatoncefeltexceptionalisnowthestandard.Customersexpecteffortless,meaningfulinteractions—yetmanyorganizationsstillstruggletodeliverrelevantandtimelyexperiencesacrosstheentirejourney.Thisyear,AIandpredictiveanalyticshaveemergedastoppriorities,enablingteamstoaddressthesechallenges.

Real-timeinsightsdependonunifiedplatformsbuiltforconnectionandinteroperability.However,significanthurdlesremain—particularlyaround

howresourcesareallocatedasorganizationsgrapplewithfragmenteddataandintegrationissues.Incrementalapproachestoconnectingdataoftenresultin

disjointedsystems,unclearstrategies,andfailuretotreatdataasastrategicasset.

Disparityinownershipofthecustomerjourneygetsinthewayof

deliveringconsistentexperiences.Responsibilityforthecustomerjourneyisoftensplitbetweencustomerexperience(CX)specialists,technologists,andmarketers.Whilethisstructurebringsdiverseexpertise,italsocreatesfriction,resultingindisjointedexperiencesandwastedresources.

3

Section1:

DrivinggrowththroughAI.

In2025,AIandpredictiveanalyticsareredefininghowmarketersdrivegrowth,

enablingdeeplytailoredstrategiesthatanticipatecustomerneedsanddelivermeasurablebusinessresults.

Frominsightstoinnovation:Personalization’sturboboost.

Nearlytwo-thirds(65%)ofseniorexecutivesidentifyleveragingAIandpredictiveanalyticsasprimarycontributorstogrowthin

2025(Figure1).Thesetechnologieshavethepotentialtocreatenext-levelpersonalization—faster,atscale,andmoreefficientthaneverbefore.With61%oftheseniorexecutivesagreeingthatboostingcustomerengagementwithpersonalizedexperienceswillbecriticaltoachievinggrowth,investmentintheseinitiativeswillbeapriority.

Figure1:Marketingandtechnologyinitiativesexpectedtodrivegrowthin2025

LeveragingAIandpredictiveanalyticstoincreasecustomerretentionandloyalty

65%

Boostingcustomerengagementwithmorepersonalizedexperiences

61%

Drivingefficiencyandvelocitybyautomatingthecustomerjourney

59%

Acceleratingmarketingwithincreasedflowofcontent

53%

Unifyingdatatodeliveraconsistentcustomerexperience

50%

Optimizingdigitalspend

48%

Base:1,272seniorexecutives

4

ThevalueofinvestinginAIisn’tjustspeculative—organizationsarealreadyexperiencingreal-worldbenefits.Forinstance,53%ofseniorexecutivesusinggenerativeAIreportsignificantimprovementsinteamefficiency,while50%pointtofasterideationandcontentproduction(Figure2).

Figure2:Seniorexecutives’assessmentofbenefitsexperiencedfromgenerativeAIoverthepastyear

NobenefitMinorbenefitModeratebenefitSignificantbenefitIncreasedproductivityandefficiencyinteams

1%9%

53%

37%

Greatervolumeandspeedofcontentideationandproduction

2%10%38%50%

ImprovedcustomerengagementandexperiencefromAI-drivenpersonalization

2%11%39%48%

Enhanceddecision-makingwithAI-driveninsights

3%10%38%49%

Freeingupresourcesforstrategic,high-valueinitiatives

2%10%40%48%

Empoweringnon-creativeteamstogeneratecontent

3%13%

43%

41%

Revenuegrowthasresultofourabilitytomarketmoreeffectively

3%9%

47%

41%

Techleadstheway,butpeoplestayatthecenterin2025plans.

It’snosurprisethatseniorexecutivesareprioritizingtechnology,data,anddigitalstrategiesintheir2025spendingplans.

Accordingtooursurvey,80%plantoincreasespendingonnewtechnology,including31%whoexpecttospend“significantlymore.”Similarly,79%intendtoboost

investmentincustomerdataandanalytics,and78%plantoincreasetheirdigitalmediabudgets.

However,technologyinvestmentisn’treplacingpeople.Reducingheadcountremainsalowpriority;infact,69%ofseniorexecutivesplantoincreasespendingontalent.Forward-thinkingorganizationsviewtechnologyasawaytoenhancehuman

capabilities,notreplacethem.

Base:1,147seniorexecutives

“GenerativeAIisn’taone-clicksolution;youstillneedskilledprofessionals,likecopywriters,whounderstandbrandnuancesandaudienceexpectations.”

ChristenJones

ExecutiveCreativeDirectoratInizioEvoke

Leadingorganizationsrecognizethatsuccesstakesmorethanjustadoptingnewtools.

5

TransformingAIadoptionintomeasurableresults.

UsingAItosupportratherthanreplacetalentpaysoff.

WhilecompanieslikeMattelFutureLabareenjoyingclearworkflowbenefits,

convertingtheseday-to-daygainsintomeasurablebusinessoutcomesremainsa

commonchallenge.Infact,only12%oforganizationshaveworkingsolutionsinplacethatdemonstrateaclearROI(Figure3).

Forthemajority,thechallengeisinmovingfrompilottoproof.Encouragingly,overhalfaremovingintherightdirection,whetherundertakingpilotsandevaluatingresults

(27%)orrollingoutworkingsolutionsandevaluatingtheireffectiveness(27%).

Transitioningfromtestingtofull-scaleadoptionwithmeasurableROIrequires

undertakingmeaningfulstepsinorganizationalchangeandfinancialinvestment,placingaddedpressureonmarketingteams.

“We’reusinggenerative

AIasacopilotforideation,

helpingusiterateandvalidateideasquickly.Itallowsustoputconceptsonpaperor

screensfaster,creating

immediatefeedbackloopsandimprovingcollaboration.”

RonFriedman

VicePresidentofMattelFutureLab

Figure3:StatusofgenerativeAIimplementationformarketingandCX

27%27%27%

12%

7%

Weareactively

discouragingor

prohibitingtheuseof

generativeAIinthe

organizationfornow

Adoptiontodatehas

largelybeeninformal,

atanindividualor

teamlevel

Mostprojectsare

atpilotstageand

beingevaluated

Wehaverolledout

workingsolutions

andareevaluating

theireffectiveness

Wehaveworking

solutionsinplaceand

havebeenableto

demonstrateROI

Base:3,260seniorexecutivesandpractitioners

Therisingdemandsonmarketing.

ThewideninggapbetweentheAI“haves”and“havenots”isespeciallyvisibleinmarketing,whereteamsfacerisingexpectations.

Morethanthree-quarters(78%)ofseniormarketingexecutivessaytheirorganizationsexpectthemtodelivergrowthusingdataandAI,evenasnewtoolsarebeingintegratedintoworkflows.

Accountabilityisintensifyingasmarketersfacemountingdemandstodelivermoreofeverythingin2025comparedto2024.

6

Accordingtooursurvey,44%ofpractitionersanticipateincreasedpressuretodriveengagementandconversions.Similarly,43%expectheighteneddemandstoscalecontentoutputwhilekeepingitpersonalizedandrelevant.

Theseeffortsdopayoff,however,asAmandaForte,headofpersonalinvestorpublicsitea

tVanguard,

explains:

“Withgreatercontentcreationspeed,wecanaccelerateproductlaunchesanddeliverupdated,

personalizedcontentonthewebsite.Becauseofthis,weseemuchhigherengagementonthenewwebsite,witha264%increaseinorganictrafficand176%increaseinqualityengagement.”

Marketersfaceincreasingpressuretoproducemorecontentatafasterpace,butthiscan’tbeattheexpenseofquality.AsHelenWallace,creativedirectoratDeloitteDigital,pointsout:

“Focusingonthecontentsupplychainisn’tjustaboutdeliveringcontentfasterandmoreefficiently.It’saboutcreatingandactivatingcontentthatengagespeopleonanindividuallevel.Weuse

technologytolearn,improve,andrespondtoourclients.”

Section2:

Exceptionalexperiencesstartwithconnecteddata.

Organizationsareacutelyawareoftheneedtobridgethegapsintheircustomerexperience.ButevenwithAI,deliveringmemorableexperiencesisgettingtougher.Only14%ofpractitionersreportbeingabletodeliverexceptionaldigitalcustomerexperiencesthatsurpriseanddelight—asharpdeclinefrom25%inthepreviousyear'sreport.

Personalizationisnotjustanameinasubjectline;it’saboutcreatingdeepconnections.Organizationsstandoutandbuildloyaltywhentheysuccessfullydeliverrelevanceandrecognitionattheright

moment.

LeoGriffin,vicepresidentandglobalheadofconsumertechnologyatHanesBrandsInc.,says:

“Personalizationhelpsourconsumersfeelknown.Ithelpsthemcutthroughtheclutterandhaveanefficientandhopefullypleasurableshoppingexperiencewheretheyfindwhattheywant.”

However,personalizationatscaleisstillmoreofanaspirationthanarealityformostorganizations.AsFigure4shows,71%ofconsumerswantbrandstoanticipatetheirneedswithpersonalizedoffersorhelpfulinformation,butonly34%ofbrandsdeliver.Similarly,78%ofconsumersexpectaseamlessexperienceacrossdigitalandphysicalchannels,yetonly45%ofbrandsmeet

thisexpectation.

Infact,themajorityoforganizationsunder-deliverineveryarea—whetherit’sofferinginteractivetoolslikevirtualtry-onsandproductdemosorbeingtransparentabouttheiruseofAIanddata.

7

Concerningly,88%ofconsumersexpectassurancethattheirpersonaldataishandledresponsiblyandsecurely,butonly49%of

organizationsmeetthisexpectation.Thistrustgapisparticularlysignificantgiventhatpersonalizationdependsoncustomersbeingwillingtosharetheirdatainthefirstplace.

Figure4:Thegapbetweencustomerexpectationandbrandexecution

(%ofconsumersratingimportant/criticalversus%oforganizationsthatdelivereffectively).

-8-Customerexpectation(%consumersrateimportant/critical)-8-Satisfactionwithbrandexecution(%saybranddeliverseffectively)

EXPERIENCE

DATAANDPRIVACY

88%

75%

O

expectationandbra

26%

78%

ndexecution

45%

O

71%

O

O

34%

70%

O

37%

O

69%

O

38%

64%

26%

Gapbetween

49%

Assurancethatmy

personaldatais

handledresponsibly

andsecurely

Transparency

whenthebrand

usesAI-generated

images,content,or

recommendations

Consistent

experienceacross

digitalandphysical

channels

Anticipatesmy

needsandsends

relevantoffersor

informationatjust

therightmoment

Quickandefficient

supportthrough

automatedsystems,

likechatbotsor

virtualassistants

Personalized

product

recommendations

basedonmy

interestsand

pastinteractions

Interactivetools

toenhancemy

onlineexperience,

suchasvirtual

try-onsorproduct

demonstrations

Base:8,301consumers

Thesegapshelptoexplainwhyjust15%oforganizationsachievesurpriseanddelightintheircustomerengagements.Closingthisdividerequiresorganizationstoaligntheirdigitalinvestmentswithwhatmattersmosttotheiraudiences—turningpersonalizationatscaleintoatangiblereality.

Fororganizationswillingtoinvestinpersonalization,thepayoffisclear.DanishtelecomproviderTelmore’sAI-drivenpersonalizationdeliveredan11%salesliftcomparedtonon-personalizedexperiences.

AsFrederikScholten,

Telmore’s

CMO,explains:

“We’reshiftingawayfromoptimizingexperiencesforaudiencestogivingeachpersonwhatthey

want.Customersseemorerelevantoffers,encouragingthemtoaddonservicesorevenswitchoverfromcompetitors.”

8

Whypersonalizationstillfallsshort.

Thepersonalizationexecutiongaplargelystemsfromalackofreal-timecapabilities.While47%ofpractitionersuseanalyticstopredictcustomerneedsbysegmentorpersona,only39%routinelypersonalizewebsiteexperiences,andjust31%updateoffersbasedoncustomers’mostrecentactivity(Figure5).

Figure5:Practitioners’approachestoroutinelypersonalizingdigitalcontent

Weusedataandanalyticstopredictcustomerneedsbysegmentand/orpersona

47%

Wemakerecommendationsbasedonpreviouspurchaseandbrowsingbehavior

42%

Weusedataandalgorithmstopersonalizethewebsiteexperience

39%

WeuseAI-drivenchatbotstodeliverrealtimecustomersupport

36%

Offersareupdatedinrealtimetoreflectcustomers’mostrecentbrowsingandpurchasebehavior

31%

WeusegenerativeAItocraftemails,messages,andothercopy

31%

WeusegenerativeAItopersonalizeimages,infographics,orvideocontent

27%

Noneofthese

7%

Base:1,997practitioners

TSBBankdemonstratesthetransformativepotentialofbridgingthisgap.Usingreal-timedatatopersonalizeloanoffersbasedonrecentcustomeractivity,mobileloansalesincreasedby300%,whilein-appapplicationsjumpedfrom24%to75%oftotalsales.

TSB’s

CMOEmmaSpringhamhighlightswhythismatters:

“Bankingisinherentlypersonalandhasamoreprofoundimpactoncustomersthanmanyother

sectors.Personalizeddigitalexperienceshelpustobuilddeeper,moremeaningfulconnectionswiththosewhotrustustomanagetheirmoney.”

Fragmenteddataholdsbackreal-timepersonalization.

Seamlessdataisthebackboneofreal-timepersonalization,whethercustomersarebrowsingorbuying.Onascalerangingfromnotanissuetocriticallychallenged:Three-quartersofpractitionersreportbeingunabletopersonalizeinrealtime.Thisspans

everyaspectofpersonalization,fromunderstandingcustomerbehaviortodeliveringconsistentmessagingandengagingatcriticalmoments(Figure6).

9

Figure6:Practitioners’perspectivesonhowfragmentedorsiloeddataimpactstheirabilitytodeliverpersonalizedexperiences

AcriticalissueAsignificantissueImpactsussometimesNotanissueWecannotpersonalizeinrealtime

38%

29%

9%

24%

Wedonotknowenoughaboutourcustomerstoadequatelypersonalize/tailorcontent

9%

26%

38%

27%

Welackaconsistentpresenceacrosschannels

38%

26%

9%

27%

Customersreceiveinconsistentorconflictingmessages

9%

24%

39%

28%

Weareunabletoengagecustomersatcriticalmoments

25%

41%

9%

25%

Base:1,997practitioners

Aswe’llseeinSection4,executivesoftenpointtocautionarounddataprivacy,security,andgovernanceasthebiggestbarrierstoconnectingcustomerdata.However,whileit’struethatdatasafetyandtransparencyremainnon-negotiableforconsumers,theexperiencestheyvaluedependonreal-timeaccesstodata.

Tocompete,organizationsmustinvestinconnectingandunifyingdata,atthesametimeensuringit’saccessedsafelywhilemeetingbusinessneeds.

Fromdatasilostoconnectedexperiences.

Fragmenteddataisn’ttheonlychallengetoseamlesscustomerexperiences.Mostorganizationshaveonlypartiallyautomated—ornotautomatedatall—keycapabilitieslikepersonalizedrecommendations(74%notfullyautomated)andcustomersupport(76%).Thesegapsareevenwiderinpost-purchaseengagement,suchasretention(80%)andreactivatingdormantcustomers

(83%)(Figure7).

Figure7:Theextenttowhichcustomerjourneysandactivationsystemsremainactiveandresponsivetocustomeractionsinrealtime

FullyautomatedandalwaysonPartiallyautomatedNotautomated

26%

48%

26%

26%

50%

24%

30%

47%

23%

29%

51%

20%

38%

45%

17%

Personalized

recommendations

andoffers

CustomersupportCustomeronboardingPost-purchase

andserviceengagement

andretention

Reactivationof

dormantcustomers

Base:1,834practitioners

10

Organizationsarebeginningtoaddressthesechallenges.Whenaskedabouttrendsdrivingtheirtechnologyinvestments,62%

ofseniorexecutivesidentifyAIandmachinelearningadvancements—particularlyforworkflows,decision-making,andhyper-personalization—astopprioritiesoverthenext12to24months.Othercriticalfocusareasincludedataintegrationandreal-timeinsights(55%)andenhancingsecurity,privacy,andcompliancegovernance(55%).

Employingunifiedtools,breakingdowndatasilos,andimprovingteamcollaborationwillbeessentialtoturntheseprioritiesintoactionableprogress.

Encouragingly,despiteongoingeconomicpressures,organizationsaresteppinguptheirinvestmentstosupportthesegoals.Seniorexecutivesexpectmarketingbudgetstoriseacross2025,with30%anticipatingasignificantincreaseofmorethan10%.

Inourfinalsection,we’lldiveintohoworganizationswillneedtoevolvetosupportAI-drivengrowth.Butfirst,Section3focusesonhowtheycanharnessgenerativeAItoboostproductivity,unlockcompoundingadvantages,andfuelcontinuousimprovementandvaluecreation.

Section3:

GenerativeAIexpandsfromefficiencytoengagement.

ThegenerativeAIrevolutionisinfullswing,withambitionsandexcitementrunninghigh—thoughcautionandsiloedapproachesareslowingadoptionandexecution.

Ourdatahighlightsaclearimplementationdividein2024:MarketLeaders—organizationsthatoutperformedtheirsectorpeers—versusMarketFollowers,thosewhomerelykeptpaceorunderperformed.NearlyhalfofLeadersalreadyhaveworkingAIsolutionsinplace,comparedtojustunderathirdofFollowers,whoarealsothreetimeslesslikelytohavedemonstratedROI(Figure8).

Tostaycompetitive,letalonelead,organizationswillneedtocommitfasterandgofurther.

Figure8:StatusofgenerativeAIimplementationformarketingandCXbyperformancegroups(MarketLeadersandMarketFollowers)

MarketFollowersMarketLeaders

29%

22%20%

31%34%

20%

19%

11%

7%

6%

Weareactively

discouragingor

prohibitingtheuseof

generativeAIinthe

organizationfornow

Adoptiontodatehas

largelybeeninformal,

atanindividualor

teamlevel

Mostprojectsare

atpilotstageand

beingevaluated

Wehaverolledout

workingsolutions

andareevaluating

theireffectiveness

Wehaveworking

solutionsinplaceand

havebeenableto

demonstrateROI

11

Base:3,260seniorexecutivesandpractitioners

Difficultiesinfindingusecasesandinsecuringnecessarybudgets(bothat47%)arethetwochallengesmostfrequentlycitedbyseniorexecutiveswhoarestillatthestartoftheirgenerativeAIjourney(Figure9).

AsorganizationsadvanceintheirAIadoptionjourney,challengesbecomemorecomplexandnuanced.ThosewithworkingAIsolutionsfocusonbalancinginnovationwithethicalconsiderations,protectingbrandreputation(54%),andmanaginginternalculturalshifts(52%).ThequestionisnolongeroneofwhetherandwheretoadoptAI,buthowtoimplementiteffectivelyandresponsibly.

Figure9:Seniorexecutives’viewsonthemostsignificantchallengesinscalinggenerativeAIbyadoptionlevel

NoformaladoptionPilotingRolloutandevaluationInusewithprovenROI

54%

52%

52%

51%

47%46%

48%

47%

47%

44%

46%45%

42%

44%43%43%

42%39%

37%

41%

41%

41%

39%

38%

38%

38%

37%

36%

Difficultyidentifying

Governance,

Siloedcustomer

Uncertaintyin

Difficulty

BalancingAI-driven

Managingchange

specific,high-

compliance,

data,limitingAI

howgenerative

securingbudget

personalization

andfostering

impactusecasesfor

anddata

effectiveness

AIwillchange

andjustifying

withethical

acultureof

generativeAI

privacyconcerns

consumerbehavior

inthefuture

investmentfor

AIscaling

concernsand

brandreputation

supportforAI

amongemployees

Base:1,272seniorexecutives

SuccesswithAIdemandsurgencyandprecision.

EarlyadoptersofrigorousROIframeworksaresurgingahead,leavingthosewithoutscramblingtocatchup.AmongcompanieswithprovenAIsolutions,nearlytwo-thirds(64%)havecompletedtheirROImeasurementframeworks.Incontrast,only34%ofthosestillinthepilotphasehavedevelopedrobustmetricsfortrackingROI(seeFigure10).

Figure10:Seniorexecutives’assessmentoftheirorganization’ssuccessinachievingAIobjectives

(%reportingsignificantprogresson80%ormoreofobjectives),segmentedbygenerativeAIadoptionlevel-B-Piloting-B-Rolloutandevaluation-8-InusewithprovenROI

68%

70%

65%

63%

47%

62%

47%

59%

64%

51%

47%

46%

40%

38%

37%

34%

34%

31%

39%

31%

34%

Creatingframeworks

forregulatory

complianceand

AIgovernance

Buildinga

comprehensive

risk-management

frameworkfor

AIimplementation

EnsuringAI

investmentsalign

withcore

businessobjectives

Developingrobust

metricsfortracking

ROIofgenerative

AIpilotsor

implementations

Developing

responsibleuse

ofAI/AI

ethicspractices

Transitioning

successfulgenerative

AIpilotsinto

fullproduction

Base:872seniorexecutives

Creatingchange

management

processestohelp

employeesupskill

andembeduse

ofAIintotheir

workprocesses

12

Thosethatdelay,orfailtocreatethesenecessaryfoundations,willfallfurtherandfurtherbehind.Organizationsneedtotackle

regulatoryframeworks,ROItrackingandmetrics,andchangemanagementprocessesinparalleltoscaleAIeffectively.Asthefigurebelowillustrates,forward-thinkingorganizationshaveembracedthissynchronizedapproach.

However,scalingAIadoptionalsomeansaddressinghumanchallenges.Oursurveyrevealsthat52%oforganizationswithprovenROIarenowstrugglingtobalanceoperationalmomentumwiththeculturalshiftsneededtofosterwidespreademployeesupport.

Evenso,thereareplentyofreasonsforoptimism—AIisalreadydeliveringresultsintheearlystagesoftestingandadoption

(Figure11).Nearlyhalfoforganizationsinpilotphases(48%)andmorethanhalfofthoserollingoutAI(53%)arereportingboostsinteamproductivity.

Figure11:Seniorexecutives’experiencesofgenerativeAIbenefitsoverthepastyearbyadoptionlevel

(%significantbenefit)

PilotingRolloutInusewithprovenROI

64%

64%

61%61%

60%

53%

50%

51%

47%

48%

45%

44%

46%44%

43%

Increasedproductivityandefficiencyinteams

Greatervolumeand

speedofcontentideation

andproduction

Enhanceddecision-

makingwithAI-

driveninsights

Freeingup

resourcesforstrategic,high-valueinitiatives

Revenuegrowthasresult

ofourabilitytomarket

moreeffectively

Base:847seniorexecutives

OrganizationssuccessfullyleveragingAIareshowcasingitstransformativepotential.AmongthosereportingprovenROI,64%cite