2025年人工智能、数据与分析高管调研：AI洞察报告 Artificial Intelligence,Data,and Analytics Officers Artificial Intelligence Report

FRONTIERTECHPRACTICE

2025

ArtificialIntelligence,Data,andAnalyticsOfficers

ArtificialIntelligenceReport

2025ARTIFICIALINTELLIGENCE,DATA,ANDANALYTICSOFFICERSARTIFICIALINTELLIGENCEREPORT

2

Contents

Marketcontext3

Demographics

4

AIobservations

9

Methodology

Inanonlinesurvey,conductedinsummer2025,weaskedparticipantstoprovideinformationontheirrolestructureandindustry,alongsidedataoncompensationincludingcurrentbasesalaryandbonusforthemostrecentfiscalyear.Alldataisself-reportedanonymouslyandinaggregate.

HEIDRICK&STRUGGLES

3

Marketcontext

Acrossindustries,organizationsare

racingtointegrateartificialintelligence(AI)intotheiroperations,butfewwoulddescribethemselvesasexperts.Nearlyeverycompanyisexperimenting,

oftenthroughmultiplepilotprograms

orproofsofconcept(POC),yetmost

stillconsiderthemselvesinearly

implementationphases.Theprevailingsentimentisoneofcollectivelearning:progressisreal,butmaturityremains

elusive.Insomecases,thedrivetomovequicklyhasledtosetbacks,including

litigationandcompliancerisksthat

havemademanyleadersmorecautiousaboutscalingAItooaggressively.

Governancemodelsareevolving.

MostorganizationsmanageAIthroughcentralizedorhybridstructureswhereacentralbodydefinesguardrails,

thoughregionaldifferencespersist.

UScompaniestendtofavorhybrid

models,whileEuropeanorganizationsleanmoretowardbusiness-unit-led

approaches,relectingtheirmore

conservativeregulatoryenvironmentsandlowerappetiteforrapidupskilling.Dataquality,security,andcompliancecontinuetobethemostconsistent

barrierstoscale,underscoringthat

evenasAIreshapesbusinesspriorities,feworganizationshaveyetfiguredouthowtooperationalizeitsustainably.

LeadershipandcompensationstructuresaroundAIareevolvingunevenly.Manycompanieshaverebrandedexisting

executiverolestoincludeAIoversight,whichblursthedefinitionoftrueAI

leadershipandpushescompensationbenchmarksupwardfasterthanrole

clarityortechnicalscope.Atthe

workforcelevel,demandisshifting

towardchangemanagementand

cloudengineering,whileonce-criticalskillslikepromptengineeringare

alreadydeclining.Notably,research

andtechnicalAIskillsarenowhardertofindthanstrategicones,suggestingthatwhilethetechnologyisadvancingrapidly,organizationsaremaking

steadyprogressembeddingAIinto

theirwaysofworking,resultingina

fast-movingtalentmarketwhereclarity,skills,andpayremainoutofsync.

2025ARTIFICIALINTELLIGENCE,DATA,ANDANALYTICSOFFICERSARTIFICIALINTELLIGENCEREPORT

4

Demographics

Location

Surveyrespondentswerelocated

almostevenlyacrosstheUnitedStatesandEurope.Onlyasmallfraction

workinAPACmarketsorCanada,and84%arebasedinthesamecountry

astheircompany’sheadquarters.

Personallocation(%)

UnitedStates53

UnitedKingdom19

Germany13

France12

OtherEurope3

n=318

Locatedinsamelocationascompanyheadquarters(%)

No

15

Prefernottoanswer

1

Yes

84

n=318

Companyheadquarterslocation(%)

UnitedStates51

UnitedKingdom18

Germany12

France10

OtherEurope4

OtherAPAC2

Canada2

UnitedArabEmirates1

Brazil0

n=318

HEIDRICK&STRUGGLES

5

Currentrole

Seniordata&analytics

leaderatmyfirm

40

39

41

SeniorAI,machinelearning,or

dataarchitectureleaderatmyfirm

Chiefdataofficerorchief

data&analyticsofficer

Seniordatagovernance,privacyorprotectionleaderatmyfirm

Chiefdatascienceofficer

ChiefAIofficer

OtherC-levelexecutivewithfocusondataoranalytics

OtherAIordata-drivenrole

Fortypercentofrespondentsareseniordataandanalyticsleadersattheirfirms.Three-quartersaretwotofourlevelsbelowtheCEO.

Currenttitle(%)

OverallUnitedStatesEurope

21

22

21

16

16

16

10

8

11

7

7

5

7

7

7

20

20

19

9

7

13

n=318.“Selectallthatapply.”

Seniorityofroleatcompany(%)

OverallUnitedStatesEurope

44

42

40

40

36

30

16

1313

11

8

9

C-suiteordirectreporttotheCEO

TwolevelsbelowtheCEO

ThreeorfourlevelsbelowtheCEO

MorethanfourlevelsbelowtheCEO

n=318

2025ARTIFICIALINTELLIGENCE,DATA,ANDANALYTICSOFFICERSARTIFICIALINTELLIGENCEREPORT

6

Worksetting

Morethantwo-thirdsofrespondentsworkfromacorporateofficelocationatleastonceperweek,yetonly

37%livewithin50milesofone.

Howoftendoyouworkfromacorporateoffice?(%)

OverallUnitedStatesEurope

41

Everyday

43

37

28

Atleastonceperweek

24

34

14

2–3timespermonth

11

17

Once

month

per

7

9

4

Quarterly

0

1

0

Onlyasneeded

7

8

6

Never

1

2

2

Prefernottoanswer0

1

0

n=318

Howfarawayisyourprimaryworklocationfromanyofyourcompany’scorporateoffices?(%)

OverallUnitedStatesEurope

39

37

32

33

29

26

20

19

19

16

17

14

Lessthan50miles50–100miles101–300milesMorethan300miles

n=96

HEIDRICK&STRUGGLES

7

Companyinformation

Slightlylessthanhalfofrespondentsworkforcompanieswithannual

revenuesabove$5billion.

Companyannualrevenue(USD,%)

OverallUnitedStatesEurope

37

33

31

25

24

22

17

16

12

11

9

8

7

7

6

6

5

44

4

3

3

1

111

1

Under$500

million

$500–$999

million

$1–$4.9

billion

$5–$9.9

billion

$10–$14.9

billion

$15–$19.9

billion

$20–$49.9

billion

$50billion

ormore

Don’tknow/

prefernot

toanswer

n=312

2025ARTIFICIALINTELLIGENCE,DATA,ANDANALYTICSOFFICERSARTIFICIALINTELLIGENCEREPORT

8

Technology&services

37

36

37

Financialservices(incl.Fintech)

16

21

26

Industrial

16

14

18

Consumer

15

12

18

Healthcare&

lifesciences

11

12

11

n=312

Ownershipstructure(%)

OverallUnitedStates

Europe

Sharestradedon

apublicmarket

53

57

49

PE-backed

16

13

20

State-owned

13

12

13

Employee-owned

Family-owned

4

5

3

VC-backed

1

1

1

Non-profit/socialenterprise

0

0

0

Other

Thetechnologyandservicessectoristhemostrepresented,accountingfor37%ofrespondents.About

halfofallrespondentsworkforpubliclytradedcompanies.

Industry(%)

OverallUnitedStatesEurope

7

6

8

6

7

5

n=312

HEIDRICK&STRUGGLES

9

AIobservations

Executivesummary

AIadoptionisnowwidespread,

withnearlyallorganizationsactively

engaged,butmostremaininginan

exploratoryphase.Whilegovernancestructuresareofteninplace,ownershipmodelsandexecutionapproaches

continuetoevolve.Organizationsareexperimentingrapidlyandmoving

quicklyfromproofofconcepttoearlydeployment;however,full

operationalizationremainslimited.

Overall,thelandscaperelectsstrongmomentumandbroadparticipation,alongsidecontinueduncertainty

asorganizationstest,learn,andrefinehowAIcanbescaledforsustainedbusinessimpact.

Thisexperimentationisalready

reshapingtheworkforce.Organizationsareinvestingheavilyinupskilling

employeeswhilesimultaneouslyreconfiguringroles.Nearlyhalfof

organizationshaveaddednewAI

leadershiproleswhilereducing

headcountinautomatablejobs,

creatingapolarizedtalentlandscape

markedbystrategicinvestment

atthetopandefficiency-driven

reductionsbelow.Forleaders,the

challengeisnolongerwhetherto

adoptAI,buthowtoshapethe

workforceandoperatingmodelbeforeexperimentationhardensintostructure.

Thevastmajorityofrespondents’AIgovernancestructure(%)

companies(95%)haveestablishedOverallUnitedStatesEurope

anAIgovernancepolicy,yettheir

approachesdiffersignificantly.Entirelycentralized:

Organizationsaresplitamongfullyasingleenterpriseteamorcommitteesetspolicy,providestools,andapprovesAIinitiatives

centralizedmodels,business-unit-led33

structures,andhybridframeworks.3235

Business-unitled:

eachbusinessunitorfunctionownsitsownAIstandardsandapprovalprocesses

23

17

27

Hybrid:

centralbodydefinesguardrailsandday-to-daygovernanceisdelegatedtobusinessunitsorproductteams

34

40

29

Primarilyexternal:

governanceframeworksorassessmentsarelargelyoutsourcedtovendorsorconsultants

5

5

5

Other

0

0

1

NoformalAIgovernanceinplaceyet

5

7

3

n=3242

2025ARTIFICIALINTELLIGENCE,DATA,ANDANALYTICSOFFICERSARTIFICIALINTELLIGENCEREPORT

10

ResponsibilityforAIstrategyhasalso

shiftedsince2023:itisnowmost

Chiefinformation,technology,ordigitalofficer

30

32

30

Chiefdata&analyticsofficer

23

23

24

ChiefAIofficerormostseniorAIexecutive

21

20

21

AnAIcenterofexcellence

CEO

6

7

4

CFO

Theexecutiveleadershipteam

Theboard

1

Chiefstrategyofficer

1

1

Chiefhumanresourcesorpeopleofficer

1

0

2

Chiefproductofficer

1

1

1

Chiefmarketingofficer

0

1

0

COO

0

0

1

Anotherexecutiveinanotherfunction

0

0

0

commonlyledbychiefinformation,

technology,ordigitalofficers,rather

thanbychiefdataandanalyticsofficers.

AIstrategyownership(%)

OverallUnitedStatesEurope

7

8

7

4

5

4

3

3

2

2

3

2

Don’tknow0

0

1

n=242

HEIDRICK&STRUGGLES

11

AIstrategyownershipovertime(%)

20232025

ChiefAIofficerormostseniorAIexecutive

OtherC-levelexecutive

Theexecutive

leadership

team

Theboard

Don’tknow

Chief

information,technology,ordigitalofficer

AnAIcenterofexcellence

Noone

Chiefdata

&analytics

officer

45

30

25

23

21

14

11

10

8

7

3

2

0

0

0

10

1

2023:n=158

2025:n=242

2025ARTIFICIALINTELLIGENCE,DATA,ANDANALYTICSOFFICERSARTIFICIALINTELLIGENCEREPORT

12

AIisreshapingtalentprocessesaswell.

Themostwidespreadimpact,atboththefunctionalandorganizationallevels,hasbeentheupskillingorreskillingofemployeesinAI-relatedskills.Atthe

sametime,AIisinluencingworkforcestructure:45%oforganizationshavecreatednewAIleadershiproles,while29%havereducedheadcountinjobsthatcanbeautomatedbyAItools.

AIeffectontalentprocessesinfunctionandorganizationinlast12months(%)

OverallUnitedStatesEurope

InfunctionInorganization

64

66

62

UpskilledorreskilledsomeorallexistingemployeesinAI-relatedskills

55

60

50

49

44

52

HirednewAIspecialistrolesand/orexpandedAI-adjacentteams

45

52

37

37

47

30

ReclassifiedexistingpositionstoincludeAIresponsibilities

44

50

40

35

30

ShiftedhiringcriteriabroadlytoincludefamiliaritywithAI

44

44

43

27

27

31

22

IncreaseduseofinterimleadersorconsultantsforAIexpertise

38

37

36

25

23

26

ReducedheadcountinrolesthatcanbeautomatedbyAItools

29

30

26

19

18

18

PartneredwitheducationalprovidersorvendorstobuildAIdevelopmentcurricula

38

47

31

16

17

16

NoAI-relatedtalentprocesseshavebeenimplementedyet

17

16

18

n=240.“Selectallthatapply.”

HEIDRICK&STRUGGLES

13

Acrossorganizations,themostin-

demandAIcapabilityisexpertisein

agentic-AIframeworks.Otherskills,suchasmanagement-relatedcompetenciesandpromptengineering,areconsideredimportantbutareseenasrelatively

accessibleinthelabormarket.

UScompaniesshowstrongerinterestthantheirEuropeancounterparts

inareaslikevectordatabasesandembeddings;machinelearning

operationsandlargelanguage

modeloperations;responsibleAI,ethics,andcompliance;andpromptengineeringandtoolorchestration.Thisdifferencemayrelectamore

innovation-drivenmindsetintheUnitedStatesversusamoreconservative

stanceinEurope.Employeeswith

strategicskillsareeasiertofindthan

thosewithresearchandtechnical

skills,asignthatcompaniescontinuetomakeprogressinembeddingAI

intotheirwaysofworkingevenasthetechnologycontinuestorapidlyevolve.

PriorityandavailabilityofeachAI-relatedskill—Overall(%)

Highpriority,talenthardtofindHighpriority,talentreadilyavailableNotimportant/Over-hypedDon’tknow

Research/technical

Agentic-AIframeworks

62

22

16

LLMfine-tuning/Retrieval-AugmentedGeneration(RAG)

48

36

17

Syntheticdatageneration&annotation

43

31

2551

Vectordatabases&embeddings

41

29

272

MLOps/LLMOps(CI/CD,monitoring)

37

44

19

Strategy

AIproductmanagement&strategy

41

51751

Responsible-AI/AIethics&compliance

38

34

235

Promptengineering&toolorchestration

37

5211

AIsecurity&privacy

34

49

16

51

Change-management&enterpriseAIliteracy

26

52

21

CloudAIengineeringDataengineeringforAI

Note:Numbersmaynottotal100duetorounding.n=242

Engineering

3546171

34521351

2025ARTIFICIALINTELLIGENCE,DATA,ANDANALYTICSOFFICERSARTIFICIALINTELLIGENCEREPORT

14

PriorityandavailabilityofeachAI-relatedskill—UnitedStates(%)

Highpriority,talenthardtofindHighpriority,talentreadilyavailableNotimportant/Over-hypedDon’tknow

Research/technical

Agentic-AIframeworks

63

21

16

Vectordatabases&embeddings

50

30

20

LLMfine-tuning/Retrieval-AugmentedGeneration(RAG)

49

34

17

Syntheticdatageneration&annotation

44

33

24

MLOps/LLMOps(CI/CD,monitoring)

42

42

15

Strategy

Promptengineering&toolorchestration

47

45

8

Responsible-AI/AIethics&compliance

45

30

18

7

AIproductmanagement&strategy

41

51

62

AIsecurity&privacy

34

49

1651

Change-management&enterpriseAIliteracy

28

45

27

CloudAIengineeringDataengineeringforAI

Note:Numbersmaynottotal100duetorounding.n=111

Engineering

3746152

35541051

HEIDRICK&STRUGGLES

15

PriorityandavailabilityofeachAI-relatedskill—Europe(%)

Highpriority,talenthardtofindHighpriority,talentreadilyavailableNotimportant/Over-hypedDon’tknow

Research/technical

Agentic-AIframeworks

62

23

15

LLMfine-tuning/Retrieval-AugmentedGeneration(RAG)

47

37

17

Syntheticdatageneration&annotation

43

29

262

Vectordatabases&embeddings

34

29

344

MLOps/LLMOps(CI/CD,monitoring)

32

45

221

Strategy

AIproductmanagement&strategy

41

50851

AIsecurity&privacy

34

49

162

Responsible-AI/AIethics&compliance

31

37

274

Promptengineering&toolorchestration

29

57

14

Change-management&enterpriseAIliteracy

25

58

17

Engineering

34471951

3450151

CloudAIengineeringDataengineeringforAI

Note:Numbersmaynottotal100duetorounding.n=131

2025ARTIFICIALINTELLIGENCE,DATA,ANDANALYTICSOFFICERSARTIFICIALINTELLIGENCEREPORT

16

Despitethesevariationsinskill

priorities,respondentsacrossregionsreportsimilarlevelsofreadinessto

Overall

Security&complianceInfrastructure

Dataquality

Modelperformancemonitoring/hallucinationmanagement

n=242

30

36

11

11

27

34

18

12

39

22

UnitedStates

Security&complianceInfrastructure

Dataquality

Modelperformancemonitoring/hallucinationmanagement

n=111

26

28

285

32

35

9

12

28

35

15

15

119

39

23

operationalizeAIcapabilities.Currently,thecapabilitiesmostlikelytobe

fullyimplementedrelatetosecurity,compliance,andinfrastructure,buteventhesearefullydeployedby

onlyaboutoneintenorganizations.

Nearlyaquarteroforganizations

havenotbegunimplementingAIfor

performancemodelingorhallucinationmanagement,andanother39%remainintheplanningstageforthiscapability.

Organizationalreadinesstomanageandoperationalizecapabilities(%)

Piloting/Testing

‘Fullyimplementedandscaling

Inplanningstageonly

Haven’tstarted

132727266

12

8

219

18

14

12

6

19

Earlyimplementationphase

Europe

Security&complianceInfrastructure

Dataquality

Modelperformancemonitoring/hallucinationmanagement

132827257

1128371311

102734219

319183921

n=131

Noteforall:Numbersmaynottotal100duetorounding.

HEIDRICK&STRUGGLES

17

Evenso,momentumaround

experimentationandlinkingto

businessresultsisstrong.Eightinten

respondentssaytheirorganizations

havelaunchedatleastoneagenticAI

POCinthepastyear,and68%ofthosemeasuresuccessprimarilybybusinessimpact.USorganizationsaremorelikelythanEuropeanonestoevaluatesuccessbasedontechnicalperformance.

Two-thirdsofrespondentsreportthatthetimefromPOCtoproduction

isunderayear.Yetsignificant

challengesremain,withdataqualityandsecurityandcomplianceconcernsstandingoutasthebiggestbarriers

tomovingfromPOCtoproduction.

HowsuccessismeasuredforAIPOCs(%)

OverallUnitedStatesEurope

Businessimpact(productivitygains,costsavings,revenuepotential)

63

68

73

Technicalperformance48

(accuracy,reliability,59

hallucinationmanagement)39

Useradoption/satisfaction

48

47

48

Timetoscale/easeof47

integrationintoworklows49

44

Regulatory/compliancereadiness

31

36

43

Wedon’thaveformal6

successmetricsyet6

6

n=192.“Selectallthatapply.”

TimefromPOCtoproduction(%)

OverallUnitedStatesEurope

Lessthan3months

18

19

18

3–6months

23

23

21

7–12months

26

21

29

Morethan12months

3

2

4

Itvariestoomuchtosay

22

24

21

Notstarted

5

8

3

Don’tknow

3

3

5

n=242

2025ARTIFICIALINTELLIGENCE,DATA,ANDANALYTICSOFFICERSARTIFICIALINTELLIGENCEREPORT

18

BiggestchallengesmovingfromPO