bcg -英国万亿英镑人工智能机遇关键在于落地应用 The UKs £1 Trillion AI Opportunity Depends on Getting Adoption Right

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BCG

ARTIFICIALINTELLIGENCE

TheUK’s£1TrillionAI

OpportunityDependsonGettingAdoptionRight

By

RaoulRuparel

,

KirstenRulf

,HelenaCarmodyFox,ErikaWilliams,andAlicevonWedel

ARTICLEJUNE06,2026

ExecutiveSummary

Tofullyrealisethepotentialproductivitygainsfromartificialintelligence(AI)fortheUKeconomy,itmustbeadoptedintherightway.TheUKcannot

repeatthefailuretofullydiffusenewtechnologiesandbestpractice,ashasoftenbeenthecaseinthepast.

Therightkindofadoptionalsomeansnotjustspeedandbreadthof

adoption,butalsodepth.Thisrequiresmovingbeyondadoptinghorizontal

off-the-shelftoolstoutilisingverticalorcustomAItools(thosethatare

domain-specificand/orreshapeworkflows)anddeeplyintegratingthemintobusinesses.Thisinvolvestrueinnovationandleadershipdevelopmentas

wellascomplementaryintangiblecapitalinvestmentssuchasreshaping

workflows,upskillingworkersandreorganisingprocessestoreflectnewwaysofoperating.

Onthesurface,theUKperformswellwhenitcomestooverallAIusage.Thisisagoodbasetobuildfrom,butweseetwochallengesinbusinessadoption.First,itistoonarrow,confinedtoonlythelargestandmostproductivefirms.Second,itistooshallow:eventhosethatareadoptingAIoftenaren’tdoing

sointherightway.

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Ourneweconomicmodellinghighlightsthebenefitsofgettingthisright.

Broaduseofoff-the-shelftoolscouldaddaround£400billiontoGDPoveradecade,liftinglabourproductivitybyabout0.3pointsayear.Addingdeeper,workflow-integratedverticalorcustomAItoolsinthemostexposedsectorscouldsubstantiallyincreasepotentialgainstoaround£1trillion,lifting

productivitybyabout0.8pointsayear.

Ouranalysisprovidesfourkeyinsights:

1.Broadadoptionisasteppingstone,notthedestination.Off-the-shelftoolsdelivermodestgainsbut,moreimportantly,buildtheskillsand

confidencefirmsneedbeforetheycanadoptmoredeeply.

2.Depthmatters.ThepotentialproductivitygainsarenotequalacrosstypesofAI.Gettingdeeperintegrationofverticalormoresophisticateddomain-specificAItoolsaddssignificanteconomicgains.

3.Targetingisimportant.Mostoftheprizeisconcentratedinafewhighly

exposedsectors,sothereshouldbeaddedfocusonachievingdeepadoptionhere,ratherthanspreadingfocusthinlyacrosstheeconomy.

4.AIcanalreadydeliversignificantgains,sodon’twait.Today'stoolsare

enoughtomovetheneedle.Waitingrisksbothforgoinggainsnowandfallingfurtherbehindthefrontier,makingithardertocatchupinthefuture.

ThereareseveralmarketfailuresandbarrierstodiffusionofAIthatsuggestgovernmenthasanimportantroletoplayinensuringtherightkindofAI

adoptionintheUK.Butitmustbetargetedatspecificoutcomesandareaswheregovernmentcanfeasiblymakeadifference.

Weseefourkeyareasforaction:Governmentdependencies;areaswhere

businessesfaceresourceconstraints;areaswherebusinesseslack

awarenessofbestpractice;andareaswheretherearebroaderexternalities.

Thesecondpartofourresearch,whichwillbepublishedlaterthissummer,

willsetoutkeypolicyinterventionsacrosstheseareastohelpdrivetheright

kindofadoption.

AsignificantpartoftheUK’s

long-runningchallengeoflowproductivitygrowth

isdowntothelackofdiffusion(spread)ofbestpractice,newtechnologies,andinnovationfromthemostproductive

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firmstothemiddleandless-productivefirms.Thishascreatedalongtailoflower-productivityfirms,whichactasadragoneconomicgrowthintheUK.

Asanewgeneral-purposetechnology(onethatcanbeusedacrossdifferentsectorsofthe

economysuchastheinternetorelectricity),AIoffersarealopportunitytoaddressthis

longstandingissueandkickstartproductivitygrowthintheUK.Butonlyifitisadoptedintherightwaybyawidevarietyofbusinessesacrosstheeconomy.Thismeansitmustdiffuseacrossfirms,

sectorsandregions.IftheUKrepeatsitspreviouspathofinsufficientlyspreadingnew

technologiesandbestpractice,itwillmissoutontheopportunitytoimproveproductivityrapidly.Furthermore,withothercountriesmovingquicklyonthis,itmayalsobecomeacompetitivethreat,particularlygiventheUK’sservices-heavyeconomy–thesectorsandprofessionswherethe

landscapeislikelytobereshapedmostsignificantlybyAI.

ThisispartlywhytheUKgovernmenthassettheambitionto“achievethefastestAIadoptionintheG7".1Thisisawelcometarget.Butitisimportanttorecognisethatadoptionisnotjustaboutspeedorbreadthbutaboutgettingtherighttypeofadoption.ThismeansadoptinganddeeplyintegratingAIintheareasoftheeconomywiththegreatestpotentialgains.

Inthistwo-partseries,weaimtoanswerfourimportantquestions:

1.HowistheUKcurrentlyperformingwhenitcomestoAIadoption?

2.WhatdoesdeepAIadoptionmeanatboththefirmandnationallevels?

3.WhatarethepotentialgainsfromgettingAIadoptionright?

4.HowcantheUKgovernmenthelpdrivetherightkindofadoption?

Inthisfirstpart,weaddressthefirstthreequestionsabove.Laterthissummer,wewillpublishourfullresearch,whichwillsetouthowtheUKgovernmentandbusinesscanworktogethertodrivetherightkindofAIadoption.

HowistheUKcurrentlyperformingwhenitcomestoAIadoption?

Sofar,plentyofAIsurveyssuggestthatadoptionisalreadyhappeningfairlyrapidlyandthattheUKisattheforefrontofthis.Forexample,Microsoft’sGlobalAIDiffusionIndexforQ12026rankstheUKeighthglobally,with42.2%ofthepopulationusingAI.2

However,whilethisiswelcomeandagoodbasetobuildfrom,oncewedigbeneaththesurface,thepictureislesspositive:

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First,adoptionremainstoonarrow.Whilethelargestfirmsareinvestinganddrivingusage,thisisasmallsubsetoftheeconomy.SMEslagfarbehind.TheONSBICSsurveyshowsthat65%ofUKfirmsarenotcurrentlyusingAIatall.3Thisfallsto33%offirmswithover250

employees,comparedwith60%offirmswith10-49employees.TheUKisalreadyatriskofrepeatingthehistoricapproachoffailingtodiffusetheadoptionofanewtechnology.

Second,itremainstooshallow.EvenwherefirmsareadoptingAI,theyarenotdoingsoinawaythatwilldeliversignificantandsustainableproductivityimprovements.Offirms

currentlyusingAI,85%areusingnaturallanguageprocessingandtextgeneration,whilejust7%areusingagenticAI.4Furthermore,77%ofthosefirmssaidlessthanhalfoftheirstaffarecurrentlyusingAI.Thisisreflectedinthebenefitsworkersareseeingfromadoptiontoo:75%offrontlineworkersintheUKsaytheyuseAI,butonly36%saytheysavemorethaneight

hoursaweekdoingso–comparedto86%and59%respectivelyinAustralia,forexample.5HighusagewithoutmeaningfultimesavedsignalsthatAIisbeingdeployedbutnotdeeply.Aspartofthis,mostfirmsareoftennotmakingthenecessaryinvestmentsinto

complementaryintangiblecapital(suchasorganisationalredesignortraining

programmes)whenitcomestoadoptingandintegratingAI.ThismirrorswhatwasseenearlyintheadoptionofITwithinbusinesses,andwhyaJcurveeffectonproductivityimpactwasobserved.6

Thislackofdiffusionofdeepadoptionisalsopartofthereasonwhywehaveyettotrulyseethe

impactofAIshowupinUKmacro-levelproductivitydata.Thereremainsnoclearcorrelationor

linkbetweenproductivitygrowthandAIexposureoradoptionintheUKatthisstage.7TheUKisnotaloneineitherofthesechallenges,butitshistoryintermsofdiffusingtechnologiesacrosstheeconomyisnotablyworsethanothers.

WhatdoesdeepAIadoptionmeanatboththefirmandnationallevels?

AtBCG,wehavealreadydocumentedextensivelywhatbestpracticelookslikeatthefirmandmicrolevelthroughtwokeyframeworks:

·

Deploy,Reshape,Invent.

ThisframeworkhighlightsthatadoptingAIisnotaone-offbutoftenajourney.AttheDeploystage,firmsadoptoff-the-shelf,general-purposetoolssuchaswritingassistants,codecompletionandchatbots.Themainbenefitisoftenthattheycanbuild

confidence,generateenthusiasmandcreateafoundationforbroaderchange.But,sincetheyleaveunderlyingworkflowsintact,productivitygainsareusuallylimited.AttheReshape

stage,firmsmovebeyondoff-the-shelftoolstoredesignend-to-endbusinessprocesses

aroundAI,usuallywithmoretailoredordomain-specifictools,whichtogetherdelivermuch

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moresignificantproductivityimprovements.AttheInventstage,firmsusemorecustomAItocreateentirelynewproducts,services,orrevenuestreams,andthepotentialtodelivergainsisevengreater.

·

10/20/70.

Thisaddresseswhysomanyfirmsstallintheirjourneyfromdeployingoff-the-shelfAItobeingabletoreshapeworkflowsaroundAI.Thisinturnisoftenwhyproductivitygainsfailtomaterialise.BCG'sexperienceacrosshundredsofAItransformationsconsistently

findsthatroughly10%oftheeffortrequiredtosucceedrelatestothealgorithmsthemselves,20%totechnologyanddatainfrastructureand70%topeopleandprocesses.Thismeans

thatthedominantbarrierstocapturingAIvalueareorganisational.Technologyisnecessarybutnotsufficient.

Withthisinmind,wedefinedeepadoptionastheintegrationofverticalorcustomAItools

alongsidethereshapingofprocesses,workflowsandinvestmentsintootherformsofintangiblecapital,suchasstaffupskillingandretraining.Bycontrast,wedefinebroadAIashorizontaloff-the-shelfdomain-agnostictools.Whiletheprecisedetailswilllookdifferentfordifferentsectors,thebroadprinciplesareverysimilar.Forexample,

Reckitt,aglobalconsumergoodscompany,

implementedcustomAItoolsacrosstheirmarketingfunction.Thetoolsautomatetasksthat

accountfor30-50%ofemployees’time.Asaresult,timespentonroutineactivitieshasdeclinedbyupto90%,whileoutputqualityhasdoubled.Intheairlineindustry,

CathayPacifictransformed

theiroperations

usingasophisticatedAIdecision-supportsystem.Thesystemhelpsthem

managecomplexday-to-dayoperationaldecisions,strengtheningtheirresilienceandimprovingthepassengerexperience,whilesavingmillionsofdollarsindisruptionandoperationalcosts.Inbothcases,specificworkflowsweretransformedend-to-endandprocessesfundamentally

redesigned–helpingtoboostthegainsfromAIadoption.

Thishasimportantlessonsatthemacrolevel.TheaimshouldbetosupportandfacilitatetheuseofverticalandcustomAItoolsbyhelpingtotacklethebarriersthatmostoftenlimittheabilitytoadoptthesetoolsorreducetheirimpact.Often,theserelatetopeopleandprocessissues.

WhatarethepotentialgainsfromgettingAIadoptionright?

PartofthechallengeisunderstandingwhatisreallyatstakeandthegainsfromgettingAI

adoptionright.Itisimportanttoconnectthefirm-levelinsightswiththemacroeconomicimpacts.

Thereisalreadyconsiderableliteratureoutthereonthistopic,butitsuffersfromthreechallenges,whichweseektoaddressinourneweconomicmodelling.

First,thereisalackofdataarounddifferentiatedproductivityimpactsfromAI.MoststudiesdrawonthreetofourcontroltrialstoprovideaflatestimateoftheproductivityimpactsofAI.We

reviewedover175sourcesontheproductivityeffectsofAIwithinbusinesses.Thesebrought

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togetheracademicstudies,randomisedcontroltrials,andBCGinsightsfromworkingwithclientsthroughAItransformations.Fromthese,weidentified90credibleresultstoprovidesector-specificproductivitygainsfrombothhorizontalAItoolsandvertical/customtools.Wesetoutthesector-

specificproductivityupliftsinExhibit1.Somewillexpectthegainstobehigher;otherswillexpectthemtobelower.Itisworthnotingthatbecausewehavefocusedonrealisedoutcomes,manyoftheserelatetotransformationsandtoolswhichmayhavealreadybeensurpassedtosome

extent.TakecodingandtheICT/softwaresectormorebroadly.Theproductivitygainsmayseem

modestgiventhetoolsweseetoday,butthisisbecausewehaveyettoseethegainsfullyrealisedfromtherapidadvancessincethestartof2026.Thesearealsodeliberatelytargetedoutcomes;

theyfocusonthepotentialgainsfromgettingthisright.Otheraspectsofourmodel,suchastaskexposureandtheadoptioncurve,accountfordifferentiatedimpactandintegrationacrosstasks,firmsandsectors.

Twokeypointsemergedfromthesesources:

UtilisingLLMsandotherentry-level,off-the-shelftoolsdeliveredsignificantlylessproductivityupliftthanverticalorcustomAItools.

Tofullycapturetheimpactoftheseverticalorcustomtools,theiradoptionneedstogohandinhandwithotherinvestmentsinintangiblecapital,suchasupskilling,reshapingworkflows,andupdatinginternalprocesses.

Second,andlinkedtotheabove,thereisalackofdifferentiationbetweendifferentformsof

adoption,partlyduetoalackofdata.Therearesomestudiesthatconsiderdifferentspeedsofadoption,butfewdifferentiatebetweenbroadadoptionanddeepadoption.BCG’sexperienceisthatthesehaveverydifferentimpacts,reinforcedbyourdatagatheringsetoutabove.

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Third,theanalysisisoftennotcountry-specific,particularlyoutsideoftheUS.Understandably,manystudieslookattheG7economiesintheround.WherepossibleourmodelusesUK-specificdata.Forexample,wemodelouradoptioncurveonwhatwebelieveistheclosesthistorical

parallel–internetadoptionintheUK.WealsouseaUK-specificviewofemploymentexposuretoAIbysector.Thisisimportantastheproductivityupliftaloneisnotsufficienttocapturelocalspecifics.Theproductivityupliftcapturesthemicro-levelgain(howmuchmoreproductivean

individualworkercanbecomewhenusingAI),whileexposurecaptureswhatshareofasector’s

workforceisinroleswhereAIcanmeaningfullyassist(andthereforerealisticallycapturethis

gain).Onecapturesthegainconditionalonuse;theothermeasuresthereachofthatgainacrossthesector.Together,ourapproachallowsforamorespecificandtailoredviewoftheimpactsin

theUK.

Withthisinmind,andbuildingonworkdonebytheOECD,wedevelopedthreescenariostomodeltheimpactofdifferentlevelsofAIadoptionacrosstheUKeconomy.8Youcanreadourdetailed

methodologynotehere,whichsetsoutallourinputsinfull.

Scenario1–Broadadoptionofhorizontaltools.ThisscenarioseesallsectorsoftheUK

economyutilisinghorizontalAItools.Usingourevidencebaseabove,weapplyabaselineorsector-specificproductivityupliftforbroadAI.Weapplythisuplifttotheemployment-

weightedshareoftaskswithinoccupationsinthatsectorthatfallwithinILOgradients2,3

and4–areaswheretasksshowsignificantpotentialforautomationoraugmentationthroughAI.9

Scenario2–Deepadoptioninselectsectors.ThisscenariobuildsonScenario1,butseessixsectors(financeandinsurance,ICT,professionalandscientificservices,public

administration,realestate,andelectricity,gasandsteam)adoptingAImoredeeply.This

meansutilisingverticalorcustomtools,butindoingso,properlyintegratingtheminto

reshapedworkflows.Drawingonourevidencebasesetoutabove,weapplyahighersector-specificproductivityupliftforthesesectorsinthisscenario.Oursixsectorsareselected

basedonwhereatleastone-thirdofemploymentsitswithinILOgradients2,3and4–occupationswhereAIcanmeaningfullyassistwithatleastamoderateshareoftasks.

Scenario3–Deepadoptioninexpandedsectors.ThisbuildsonScenario2butexpands

deepadoptionto12sectorsintotal(thesixsectorsinscenariotwoandmanufacturing,

wholesaleandretail,adminandsupportservices,artsandrecreation,miningandquarrying,andotherservices).ThesesectorsarechosenusingthesamelogicasScenario2,butwhereatleastone-fifthofemploymentsitswithinILOgradients2,3and4.

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Ourresults,setoutinExhibit2,showthatthegainsfromgettingthisrightaresignificant.Wefindthatbroadadoptionofhorizontaltoolscanliftlabourproductivityby0.3percentagepointsper

year,adding£400billiontotheUKeconomyoveradecade.However,pursuingdeeperAIadoption,asinScenario2,canraiselabourproductivityby0.7percentagepointsperyearandadd£900

billiontotheUKeconomyoveradecade.Scenario3seesthisincreaseslightlyto0.8percentagepointsperyear,adding£1trilliontotheUKeconomyoveradecade.Toputthisincontext,the

OBRforecastsUKlabourproductivitygrowthof1%peryearoverthemediumterm10−our

Scenario2contributionof0.7percentagepointswouldonitsownrepresent70%ofthatbaseline.ThebenefitsbeyondthisperiodflattenoutasouradoptioncurvefollowsanS-shape,consistentwithprevioustechnologyadoptioncycles,andtheshareoffirmsyettoadoptAIdiminishes.

OurnewdataandmodellingresultsdeliverimportantinsightswhenitcomestothinkingaboutdrivingAIadoptionatthenationallevel:

1.Broadadoptionisasteppingstone.Itisimportanttorecognisethatouranalysisdoesn’t

suggestthatutilisinghorizontal,off-the-shelftoolsisunimportant.First,broadadoptioncandelivereconomy-widegainsrelativelyquickly,giventhatmanyofthesetoolsareeasyto

incorporateintoday-to-daywork.Second,andmoreimportantly,theuseofthesetoolsshouldbeseenasasteppingstone.Inreality,firmsandworkersareunlikelytobeabletojump

straighttoutilisingverticalorcustomtoolswithoutfirsthavingunderstoodhowtouse

horizontaltools.Itisimportantfromanupskillingperspective,butalsofromaculturalstandpoint,tobuildfamiliaritywiththesetoolsandunderstandwhattheycanandcan’tassistwith.Thatsaid,thisshouldn’tbetreatedasentirelyseparatefromdeepadoption.Givenitisasteppingstone,theyshouldbeenvisagedaspartofasinglejourney,notonethentheother.

2.Depthofadoptionmatters.TheadditionalgainfortheUKeconomyfrompursuingdeepadoptionissignificantat£500-600billion.Thissuggeststhat,whenthinkingabouthow

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governmentpolicycanhelpfirmswithadoption,targetingdeepadoptionofverticaland

customtoolsistheoutcometoaimfor.This,inturn,meansfocusingontheparticularbarrierstodeeperadoption,whichareoftendifferenttothoseforbroaderadoption.

3.Targetingisimportant.ThedifferenceineconomicgainsbetweenScenario2and3isnotthatsignificant.PushingdeepadoptionintosectorswhereAIcapabilitiescancurrently

improveonlyalimitedshareoftasksmeansthattheproductivitygainswillalsobelimited.Fromapolicyperspective,thissuggeststhatparticularattentionshouldbegiventocertainsectors.However,thisanalysisisbasedoncurrentAIcapabilities.Asthesecapabilities

improveovertime,thesectoraldistributionofopportunitiesmayshift,andthefindingsshouldthereforebekeptunderreview.

4.AIcanalreadydeliversignificantgains.Don’twait.OneofthechallengeswhenitcomestoAIadoption,atboththemacroandmicrolevels,isthatitismovingsoquickly.Itisveryeasyforindividuals,firmsandevengovernmentstobeoverwhelmedbythespeedofprogressandpaceofiterationweareseeing.Manyask:howcanwekeepup?Ouranalysissuggeststhat

thisisthewrongquestion.Itisimportantnottolettheperfectbetheenemyofthegood.Ouranalysisshowsthat,evenwithcurrentcapabilities,AIcandeliversubstantialproductivity

improvementsanddrivesignificanteconomicgainsifadoptedtherightway.Whileitwillbeimportantforsomefirmsandsectorstotryandkeepupwiththefrontier,formany,theaimshouldsimplybetoimprove.Utilisetheavailabletoolsandbankthegainsonoffer.Of

course,thingswillchangeandnewopportunitieswillariseinthefuture.Butwaitinghastwosignificantrisks.First,missingoutonthegainsonoffernow.Second,thegaptothefrontiergrows;bydeeplyadoptingAItoolsnow,itwilllikelybeeasiertointegratefuturetoolsandimprovements.Thereisanimportantcapability-buildingelementhere.

Itisalsocriticaltounderstandwhatouranalysisdoesanddoesn’taddress.Thequestionweare

askingis:whataretheproductivitygainsfromavarietyofcurrentAItoolsanddifferentiated

formsofadoption?Wedon’taccountforfutureimprovementsinAI.Thatisdeliberate,givenhowuncertainthefutureis.Furthermore,ourmodelisnotdynamic,inthatitdoesn’tconsiderthe

reallocationofresourcesacrosssectors,and/orthecreationofnewdemand,newroles,oreven

newsectors.Thisalsomeansitdoesn’taccountforsomesectorsgrowingattheexpenseof

others.Finally,itdoesn’taccountforexternalshocksorchangesintheUK’scompetitiveposition.Thisalllikelymeansthatourestimatesintermsofproductivitygainsandeconomicgrowthare

relativelyconservative.

HowcantheUKgovernmenthelpdrivetherightkindofadoption?

Allofthisshowsthat,atamacrolevelandforthefutureoftheUKeconomy,gettingAIadoptionrightiscrucial.Themajorityofthiseffortrestsatthefirm-level.ButastheUK’srecenteconomic

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historyhasshown,relyingonnaturaldiffusionofnewtechnologiesandbestpracticeacrosstheUKeconomyisunlikelytobesufficient.Thereareseveralmarketfailuresandbarriersto

diffusionofAIadoptionthatsuggestameaningfulroleforgovernmentinhelpingtoachievethisgoal.

However,aroleforgovernmentdoesnotmeanweshouldexpectgovernmenttosolvethis

entirely.Policyinthisspaceisnotoriouslydifficult.Twoconditionsdeterminewhetherinterventionhelps.

First,governmentmusttargettherightoutcome.Aswe’veestablished,thegoalisnotadoptionforitsownsake.Itisthedeeper,value-generatingadoptionthatdrivesproductivity,targetedfirstin

thesectorswhereithasthegreatestpayoff.Beingrelentlesslyfocusedonwhatoutcomeyouaretryingtoachieveiscrucialforanypolicyinthisspace.

Second,governmentmustbespecificaboutthebarriersitcanhelpaddress.Noteverybarrierisamenabletopublicaction,andthebarriersdifferdependingonwheresectorsandfirmsareintheirjourneyonAIadoption.

Thisleadsustofourbroadareasforaction,wherewebelievetheUKgovernmentcanplayaroleinaddressingthebarrierstoadoption:

1.Governmentdependencies.Thereareareaswheretheinputsorunderpinningsforbroadanddeepadoptionarereliantongovernmentaction.Forexample,infrastructurerequirements,

leveragingnationaldataresources,orprovidingregulatoryclaritywherenecessary.Thesearethingswhichfirmsalonecannotsolve.

2.Resourceconstraints.OftenfirmsknowtheyshouldactwhenitcomestoAIbutlackthemeanstodoso.Forexample,theymaylacktheskills,capital,and/ortheorganisational

capacitytomakethenecessaryinvestments.Here,theroleofgovernmentistohelpeasetheseparticularbarriers.

3.Lackofawareness.Somefirmsdonotactbecausetheydonotknowwhatispossibleorwhatisneeded.Forexample,theabsenceofclear,relevantusecasesandtheresulting

uncertaintyaboutwhetherAIisworththeinvestment.Here,governmentcanplayaroleinbringingtogetherthosewiththenecessaryexperienceandthosewhoneedit.

4.Externalities.Finally,somefirmsdonotseeareasontoact,eventhoughtheeconomyasawholebenefitsiftheydo.Theobviousexamplehererelatestosecurityandtrust.Here,

governmentmayneedtoencourageactionthatindividualfirmswouldnottakeontheirownaccount,butwhichwillhavebroadernationalandsocialbenefits.Itisvitalthattheright

governanceandsecurityprocessesareputinplacewhenintegratingAIintoworkflowsandwithpersonaldata.

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Thisfirstpartofouranalysishassetoutthechallengeandtheprize.Parttwowillturnto

solutionsindetail,expanding