2025年亚太地区AI应用报告-从普及领先到价值重构的关键跃迁-

BCGAIATWORK

IsAsiaPacific

LeadingtheWay?

APACEDITION|OCTOBER2025

Surveyparameters

4,559

respondents

33%34%

34%

Role

Frontlineemployees1Managers

Leaders

2%

10%

Age

16%

Companyrevenue

26%

Industry

19%

65+

15%

$5Bormore

TMT

37%

55–64

$2B–$5B

Manufacturing

45–54

21%

$1B–$2B

10%

Healthcare

35–44

$500M–$1B

Financialinstitutions

25–34

25%

$100M–$500M

23%

Energy

18–24

Consumer/retail

8%

28%

9%

23%

14%

4%

Sources:AIatWorkAPAC,2025(N=2,516);AIatWorkGlobal,2025:Japan(n=1,012)+India(n=1,031);BCGanalysis.

Note:TMT=technology,media,andtelecommunications.

1Individualwhite-collaremployeeswithnomanagerialresponsibilities.

Keymarkets(#ofrespondents)

262

Australia

China

Indonesia

India

Japan

Malaysia

Singapore

SouthKorea

Thailand

1,000

250

1,031

1,012

254250250250

Fivekeytakeaways

1

2

3

4

5

StrongAIadoption

Fromdeploymentto

Leadershipsupport,

Highadoption

Earlytractionand

inAPAC,with

value,withend-to-

accesstotheright

rates—andfearof

fastadoptionof

optimismaboutits

endredesign

tools,andredesigned

jobloss

AIagents

potential

Morethanhalfof

workflows

Morethan50%of

Witha13%adoption

78%ofallrespondents

respondentssaytheir

Companiesatthe

respondentshavejob

ratetodateand64%

areregularAIusers.

companyisstartingto

forefrontofAIadoption

securityconcerns,

experimentingwith

reshapeorinventits

globallyinvest70%of

spanningalllevels.

AIagents,early

processes.These

theirAIbudgetsin

engagementpointsto

companiessupport

reshapingandinventing,

strongmomentum

theirpeople—

comparedtoonly57%

ahead.

anditpaysoff.

ofAPACcompanies.

78%

ofrespondentsinAPACareregularAIusers,

withhighusageacrossemployeelevels

Sources:AIatWorkAPAC,July2025(N=2,516);AIatWorkGlobal,2025:Japan(n=1,012)+India(n=1,031);BCGanalysis.

FrequencyofGenAIusage(%ofrespondents)

8

3

11

78

SeveraltimesaweekordailyTwotothree

timesamonth

RarelyNever

AIadoptionin

APACisstrong,

withuniquely

highadoption

ratesforfrontlineemployees

Sources:AIatWorkAPAC(July2025),N=2,516;AIatWorkGlobal,2025:Japan(n=1,012)+India(n=1,031);BCGanalysis.

Note:Regularusers=peoplethatuseAIseveraltimesaweekordaily;

Frontlineemployees=whitecollarworkerswithnomanagerialresponsibility.

Leadershavethehighestadoptionrates,butfrontline

employeesshowsignificantlyhigheradoptionthanthe

globalaverage

FrequencyofGenAIusage(%ofrespondents)

+19pp

78

72

78818584

70

51

FrontlineemployeesManagersLeaders

Overall

GlobalAPAC

India,Indonesia,andChinaleadAIadoption,withover87%ofrespondents

sayingtheyareregularusers

Average

78%

ShareofrespondentswhouseAIatleastseveraltimesaweek(%)

928987858484

7972

51

IndiaIndonesiaChinaThailandAustraliaSingaporeMalaysiaSouthKoreaJapan

Sources:AIatWorkAPAC,July2025(N=2,516);AIatWorkGlobal,2025:Japan(n=1,012)+India(n=1,031);BCGanalysis.

Note:Regularusers=peoplethatuseAIseveraltimesaweekordaily.

APACshowsstrongeroptimismtowardAIanditsfuturethanglobalpeers,withvaryingdegreesofemotionfeltacrossmarkets

52

Optimism

Curiosity

Confidence

+8pp

60

54

54

36

35

MainfeelingswhenthinkingoftheconsequencesthatAI(excludingGenAI)wouldhaveonrespondents’workoverthenexttwoyears(%ofrespondents)1

Chinaisthemostoptimistic,whileJapanshowslessoptimismthantheothermarkets(%ofrespondents)

AUSCHNINDIDNJPNMYSSGPSKTHA

62

70

59

69

46

68

64

57

65

53

56

43

35

74

50

49

59

38

31

32

54

32

25

27

28

27

36

Concern

28

23

28

16

30

24

23

17

26

29

19

Anxiety

11

6

2

2

5

6

15

4

4

5

3

Global2APACPositiveNegative

Sources:AIatWorkAPAC,July2025(N=2,516);AIatWorkGlobal,2025:Japan(n=1,012)+India(n=1,031);BCGanalysis.

Note:AUS=Australia,CHN=China,IND=India,IDN=Indonesia,JPN=Japan,MYS=Malaysia,SGP=Singapore,SK=SouthKorea,THA=Thailand.1Toptworesponses.

2AveragefromAIatWorkGlobal,2025.

1Toptworesponses.

2AveragefromAIatWorkGlobal,2025.

Thegreatestoptimismisobservedamong25-to44-year-olds,thosein

seniorroles,andthoseintheemergingeconomies

MainfeelingswhenthinkingoftheconsequencesthatAI(excludingGenAI)wouldhaveonrespondents’workoverthenexttwoyears(%ofrespondents)1

52

+8pp

60

Optimism

54

54

Curiosity

36

35

Confidence

28

Concern

23

11

Anxiety

6

Global2APAC

Optimismisoneoftoptworesponses(%ofrespondents)

AGEGROUPJOBROLE

18–24

25–34

35–44

45–54

55+

55

63

65

56

47

Frontlineemployee

Manager

Leader

56

64

60

TYPEOFECONOMY

Emerging65Established52

Sources:AIatWorkAPAC,July2025(N=2,516);AIatWorkGlobal,2025:Japan(n=1,012)+India(n=1,031);BCGanalysis.

Note:Frontlineemployees=whitecollarworkerswithnomanagerialresponsibility.EmergingeconomiesincludeChina,India,Indonesia,Malaysia,andThailand.EstablishedeconomiesincludeAustralia,Japan,Singapore,andSouthKorea.

GenAIisprimarilyusedforadministrative,writing,andcreativetasks,with

somevariationbymarket

PriorusageofGenAItechnologiesbyrespondents(%)

Administrativetasks

Writingtasks

Creativetasks

Analytics

Knowledge

management

Customersupport

Generalresearch

India

74

73

68

60

69

49

55

Global

Australia

China

Indonesia

Malaysia

Singapore

Thailand

S.Korea

Japan

58

42

54

51

44

47

52

39

69

56

38

57

41

43

37

36

44

67

48

32

53

45

31

36

43

33

37

42

40

33

32

36

34

39

37

44

42

38

28

42

34

31

36

37

38

34

29

24

41

30

34

38

30

26

33

33

22

36

30

35

31

39

16

Top3tasksoverallTop3tasksbymarket

Sources:AIatWorkAPAC,July2025(N=2,516);AIatWorkGlobal,2025:Japan(n=1,012)+India(n=1,031);BCGanalysis.

46%

ofrespondentssaytheysavemorethanonehouraday

withAI

Sources:AIatWorkAPAC,July2025(N=2,516);AIatWorkGlobal,2025:Japan(n=1,012)+India(n=1,031);BCGanalysis.

ThroughAIadoption,companiescanunlock

greaterproductivity,improveoutputquality,andaccelerateinnovation

HowrespondentsusethetimetheysavewithAI(%)

42

Clear

productivitygains

Performmoretasks

40

Finishworkearlierandwithbetterquality

39

Workonstrategictasks

Time

Timesavingsreallocatedtoverydiversetasks

reinvested

32

inqualityand

ExperimentwithGenAI

innovation

31

Connectwithcoworkers

31

Pursueactivitiesoutsideofwork

Timeused

forpersonaldevelopment

30

Pursueprofessionaldevelopment

23

Increasesatisfactionandwell-being

52%

ofrespondentsfearlosingtheirjobs—andthis

fearexistsacrossalljoblevels

Sources:AIatWorkAPAC,July2025(N=2,516);AIatWorkGlobal,2025:Japan(n=1,012)+India(n=1,031);BCGanalysis.

Note:Frontlineemployees=whitecollarworkerswithnomanagerialresponsibility.

1Respondentswhoanswered“certainly”or“probably,”

excludingrespondentswhoanswered“Idon’tknow.”

APACemployeesreporthigherfearsofjobloss

thanglobalpeers

RespondentswhofeartheymaylosetheirjobsduetoGenAIdevelopmentsoverthenexttenyears(%)1

+7pp

+17pp

+9pp

+11pp

53

52

50

52

45

41

41

36

Frontlineemployees

Leaders

Managers

Overall

GlobalAPAC

DespitestrongGenAIadoption,concernsoverjobdisplacementmean

thataddressingworkforcesentimentisessential

Respondentswhothinktheirjobwillcertainlyorprobablydisappearentirelyinthenexttenyears(%)

Global

average

55%

71

66

60

6563

52

51

48

50

40

41

Indonesia

Malaysia

India

China

Thailand

Global

S.Korea

Japan

APAC

SingaporeAustralia

Regularusers(%)1WhileadoptionisstrongerinAPAC(+6pp),employeesalsoreporthigherfearofjoblossthanglobalpeers(+11pp)

7278928987858484797251

Sources:AIatWorkAPAC,July2025(N=2,516);AIatWorkGlobal,2025:Japan(n=1,012)+India(n=1,031);BCGanalysis.1Regularusers=peoplethatuseAIseveraltimesaweekordaily.

Clearleadership

supportcreates

strongeradoption,

higheroptimism,andgreaterjobsecurity

amongfrontlineemployees

Shareoffrontlineemployeeswhoare…(%)

51

+31pp

…RegularusersofAI1

20

35

+22pp

…VerypositiveaboutGenAI’simpacton

13

theirjobenjoyment

46

+34pp

…VerypositiveaboutGenAI’simpacton

12

theircareerprospects

WithclearleadershipsupportonGenAIuse

WithoutclearleadershipsupportonGenAIuse

Sources:AIatWorkAPAC,July2025(N=2,516);AIatWorkGlobal,2025:Japan(n=1,012)+India(n=1,031);BCGanalysis.1RegularusersofAIaredefinedonlyasfrontlineemployeeswhouseAIdaily.

Butonly

31%

offrontlineemployees

experienceclear

leadershipsupport

Companiesthataddressthisgapcanimproveadoption

andtheimpactofGenAIacrossemployeelevels,especially

infrontlineroles

Respondentswhosaid“yes”to“strongleadershipsupporthashelpedme”(%)

58

Frontlineemployees

receivetheleast

49

47

supportwithinthe

40

organization,consistentwithglobalaverages

31

GlobalAPAC

25

Leaders

Managers

Frontlineemployees

Sources:AIatWorkAPAC(July2025),N=2,516;AIatWorkGlobal,2025:Japan(n=1,012)+India(n=1,031);BCGanalysis.

Note:Frontlineemployees=whitecollarworkerswithnomanagerialresponsibility.

StillearlydaysforAIagents:While73%seetheirpotential,only33%

understandthem,andmostarestillexperimenting

EmployeesseepotentialbutdonotfullyunderstandAIagentsOnly13%seeagentsintegratedintobroaderworkflows,

whilemostarestillexperimenting

73%

(77%)2

33%

(33%)2

thinkAIagents1willbeimportantinthenextthreetofiveyears

haveaproper

understandingofwhattheyare2

Mycompany’scurrentuseofAIagents(%ofrespondents)

13

64

23

(13)2

(56)2

(31)2

APACmarketsareexperimenting

morethanglobalpeers

Integratedintoworkflows

Beingusedexperimentally,inpilots,orunderhumansupervisionNotdeployedyet3

Sources:AIatWorkAPAC,July2025(N=2,516);AIatWorkGlobal,2025:Japan(n=1,012)+India(n=1,031);BCGanalysis.1AIagents=autonomoustoolsthattakeactionwithminimalhumaninput.

2ComparativeresultsfromAIatWorkGlobal,June2025.

3Includesunsureresponses.

Lackofhuman

oversight,

misalignedvalues,andriskofbias

areseenaskeybarrierstousingAIagents

TopthreeconcernsregardingAIagents

(%ofrespondents)

Decisionstakenwithouthumanoversight

Misalignedwithorganization’svalues35

Introductionofbiasorunfairtreatment32

Sources:AIatWorkAPAC,July2025(N=2,516);AIatWorkGlobal,2025:Japan(n=1,012)+India(n=1,031);BCGanalysis.

46

CompaniesfacerisingshadowAIusage—andaccompanyingsecurityrisks

Howrespondentswouldreactiftheir

organizationdidnotformallyprovideaccesstoGenAItoolsorsupporttheiruse(%)

WoulduseGenAItoolsonmyown,withoutformalsupportfrommyorganization

Wouldwaituntilmyorganizationformallysupportsandenablesuseofthesetools

WouldnotuseGenAItools+Notsure

3658

6

Informalusagemaymake

organizations

susceptibleto

accompanyingsecurityand

non-compliancerisks

Sources:AIatWorkAPAC,July2025(N=2,516);AIatWorkGlobal,2025:Japan(n=1,012)+India(n=1,031);BCGanalysis.

Companiesshouldformalizeaccessandgovernancetomitigatetherisksposedbythe58%currentlyadoptingtoolsunofficially

Sources:AIatWorkAPAC,July2025(N=2,516);AIatWork

Global,2025:Japan(n=1,012)+India(n=1,031);BCGanalysis.

1Frontlineemployees=whitecollarworkerswithnomanagerialresponsibility.

Shareofrespondentswho

woulduseAItoolsevenifnot

authorizedbythecompany

58%

WoulduseAI

withoutcompanysupport

WouldwaitornotuseAI

Employeesacrossallrolesaremostlikelytobypassrestrictions,whichcould

posesecurityrisks

ThoseineachrolewhowoulduseAI

withoutcompanysupport(%)

30

Frontlineemployees1

35

Managers

35

Leaders

Companiesaretakingactioninthreeareas

Source:BCG.

DeployGenAIineverydaytaskstorealizebroadenterprise-wideproductivityincreasesof10%+

Reshapecriticalfunctionsfor

radicalproductivity,speed,and

qualityimprovementof20%to50%andmore

Inventnewbusinessmodelsto

createnewvaluepropositionsandrevenuestreams

Whileleading

companiesgowellbeyondthe

deploymentofAIprocessesand

tools,thosein

APACarenotyetprioritizing

investmentsinareasthatbringhighimpact

CompaniesattheforefrontofAIadoptioninvestmuchmoreinredesigningend-to-endworkflowsthanourAPACrespondents

APACcompanies(%)

Leadingcompanies(%)1

19

23

30

57%

Reshape+Invent

43

70%

Reshape+Invent

34

51

Deploy

Individual-productivityfocused

Reshape

Process-levelproductivityaimedatreshapingcriticalfunctions

Invent

Company-levelinnovationcoretothebusiness

Sources:BCGBuildfortheFutureGlobalStudy,2025;AIatWorkAPAC,July2025(N=2,516);AIatWorkGlobal,2025:Japan(n=1,012)+India(n=1,031);BCGanalysis.

Note:Surveyquestion:Howi