普华永道-智赋效能创领未来：全球人工智能效能研究报告+Empowered+by+Intelligence,+Bound+for+Innovation

PWC

Empoweredby

Intelligence,

BoundforInnovation

PwCGlobalAIPerformanceStudyChinaReport

PwCGlobalAIPerformanceStudyChinaReportPwC1

Foreword

AstheintegrationofArtificialIntelligence(AI)withtherealeconomydeepens,AIhasemergedasapivotalenginedrivingthetransformationofthedigitaleconomyandacornerstoneforbuilding

corecorporatecompetitiveness.Italsoservesasavitalcatalystforenterprisestoacceleratetechnologicalself-relianceanddrivesustainablegrowth.

AccordingtoPwC’s2026AIPerformanceStudy,intenseAIadoptionhasnotyettranslatedinto

measurablereturnsformanyenterprises.Atthisstage,valueremainshighlyconcentrated

amongstaselectfew.Ofthe1,217globalcompaniessurveyed,only20%of“AIleaders”captured74%oftheeconomicgainsdrivenbyAItechnology.

WhatsetstheseAIleadersapartfromotherbusinesses,andwheredoChineseenterprisesstandregardingtheirAImaturity?WeconductedacomprehensiveevaluationutilisingtheAIFitness

Index,tomeasuretheperformanceofeachenterprise.OurresearchrevealsthatsuccessfulAI

leadersareabletopreciselypinpointpainpoints,constructtailor-madeinfrastructure,anddeeplyembedAIintotheirorganisationalDNA.Bolsteredbyastrategic,nationalemphasisand

substantialpublic-privateinvestment,theAIcapabilitiesofChineseenterprisesareadvancingrapidly,narrowingthegapwithgloballeadersandsuccessfullysecuringapositionwithintheworld’sfirst-tierechelon.

BybenchmarkingtheAIfitnessindicesofAIleaders,Chineseenterprises,andothers,thisreportexamineshowleadingcompaniestranslateAIdevelopmentintoperformancegrowth.Italso

analysesthecompetitivestrengthsandstructuralbottlenecksshapingtheAIdevelopmentofChineseenterprises.Drawinguponthewinningstrategiesofgloballeaders,thereportoffersactionablerecommendationstohelpenterprisesharnessAIforsustainablerevenuegrowth.

ű

Artificialintelligenceisreshapingtheglobalbusinesslandscape.Our2026GlobalAIPerformanceStudy

clearlyshowsthatsystematicAIdeploymentcan

deliversignificantvalueforenterprises.China’sAI

applicationecosystemisvibrantanddynamic,

demonstratingremarkableprogressincross-industryintegration,withimplementationpracticesthatrankamongstthemostadvancedglobally.AsChina’sAI

marketcontinuestodevelop,itisgivingrisetoawiderangeofinnovativemodelsthatcanoffervaluable

insightsfortheglobalAIindustry,supportthedigitaltransformationoftherealeconomy,andcontributetothedevelopmentoftheglobaldigitaleconomy.

HemioneHudson

ChairandCEO,PwCChina

PwCGlobalAIPerformanceStudyChinaReportPwC3

KeyfindingsforChineseenterprises

1.Chineseenterprises

1

leadtheworldinAIfitness,surpassingthemedianvaluesofglobalAIleadersacrossthemajorityofmetrics.

2.Strongadvantageinindustryconvergence:Chineseenterprisesexhibitsignificantlyhigher

penetrationofAIapplicationsrelatedtosectorconvergence—includingcross-enterprise

collaboration,responsivenesstoshiftsincustomerneeds,andunlockingnewvaluefrom

cross-sectorecosystems—thanglobalAIleaders.Inparticular,thepenetrationrateofcross-sectorcollaborationisapproximately2.3timeshigherthanthatofothercompaniesglobally.

3.Superiorexecution-layerimplementationefficiency:Execution-orientedAIapplications,suchasprocessautomationandreplacementofstandardisedoperations,slightlyoutperformthoseofglobalAIleaders.ChineseenterprisesdemonstratefasterAIdeploymentandstronger

executioncapabilitiesinscalingandrollout.

4.Gapsremaininclosingthevalueloop:AlthoughmostenterpriseshavebeguntofocusontheactualbusinessvalueofAIandhaveestablishedstrategicplansthatcombineshort-andlong-termhorizons,theircapabilitiesinsystematicallytrackingAI’sbusinessimpactandexecutingstrategystilllagsignificantlybehindglobalAIleaders.

5.Lowerefficiencyinconvertinginnovationintovalue:InvestmentininnovationexperimentationinfrastructureexceedsthatofglobalAIleaders,yetthereisalackofmechanismstoexpandfromindividualpilotstolarge-scalerollout.Asaresult,innovationoutcomestendtoremain

confinedtothepilotstage,limitingthelong-termcompoundingreturnsoninvestment.The

phenomenonof“pilotsareeasy,whilescalingandfullimplementationarehard”continuestobewidespread.

6.Trustandgovernancerequirefurtherstrengthening:ThefoundationofenterprisetrustinAI

remainsrelativelyweak.EmployeesgenerallyremaincautiousaboutactingonAI-generatedinsightsandhavenotyetintegratedthemintoday-to-daydecision-makingtothesameextentasglobalAIleaders.Atthesametime,mostenterpriseshaveyettomeettheregulatory

standardsandcomplianceframeworksdemonstratedbyindustrybenchmarks.ClearroomforimprovementexistsinbothwillingnesstoapplyAIandcompliancecapabilities.

1.Inthisreport,“Chineseenterprises”referstosurveyedenterprisesinChineseMainlandanddoesnotincludeenterprisesfromHongKongSAR,MacaoSAR,orTaiwanregion.

PwCGlobalAIPerformanceStudyChinaReportPwC4

Contents

01AIperformancestudyforglobalenterprises05

I.ThemostAI-fitcompaniesaregettinga7.2timesAI-drivenperformance06boostovertheirpeers

II.WhatisAIFitnessIndex?08

III.CharacteristicsofglobalAIleaders10

02AnalysisofChineseenterprises’AIFitnessIndex13

I.ChineseenterprisesrankintheglobaltoptierforAIfitness14

II.AIuse:outstandingperformance,withgrowth-orientedapplicationsand17

scalingexceedingglobalbenchmarks;autonomousandself-optimising

capabilitiesstillrequirefurtherimprovement

III.AIfoundations:reachingglobalupper-tierlevelsthroughhighinvestment21andstronginfrastructure;innovationandexecution-to-scaleconversion

capabilitiesrequirefurtherimprovement

03ThepotentialandoutlookforAIperformance34developmentinChineseenterprises

I.ComparisonwithglobalAIleaders35

II.CharacteristicsofAIperformancedevelopmentamongenterprisesin38majorcountries

III.Developmentinsightsandoutlook41

01

AIperformancestudyforglobalenterprises

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AsenterprisesacceleratetheirAIinvestments,businessleadersoftenfindthattheseinvestmentsdonotalwaystranslateintosuperiorfinancialperformance.ThisglobalAIperformancestudyshowsthatthevalueofAIiscurrently

concentratedamongasmallnumberofcompanies:

Amongthe1,217enterprisessurveyedgloballyacross25industries,thetop20%ofenterprisesaccountfor74%ofallAI-drivenperformance.

I.ThemostAI-fitcompaniesaregettinga7.2

timesAI-drivenperformanceboostovertheirpeers

Tounderstandwhysomecompaniesareseeingrealreturnswhilemostarenot,webenchmarkedthesurveyedenterprisesontheirAI-drivenfinancialperformance,definedastherevenueand

efficiencygainsderivedfromAIandadjustedsoeachcompanycouldbecomparedagainstitssector’smedian.

Wealsoaskedseniorexecutivesatthesecompaniesabouttheirengagementin60areasofAI

managementandinvestmentpracticetotestthoseareas’effectsonAl-drivenfinancial

performance.Wegroupedthesepracticesintoninefactorsrelatedtothewaysinwhich

companiesuseAIandthefoundationalcapabilitiesthatmakeAIreliableandscalable.TheseninefactorsconstituteourAIFitnessIndex.

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ThemostAI-fitcompaniessee7.2xasmuchAI-drivenperformance*onan

industry-adjustedbasis

20

15.7

10

6.4

4.6

0.3

0

-2.6

15.7Theaverage

AIdrivenperformancescoreofthemostAI-fitcompanies

Thosewiththetop20%AIfitnesslevelshave

7.2×theAI-drivenperformanceofallothers

2.2Theaverage

AI-drivenperformancescoreofthebottom

80%ofcompanies

-10

Q1Q2Q3Q4Q5

QuintileofAIfitness

7.2x

*AI-drivenperformance(shownhereaspercentagepointdifferencerelativetomedianscore)isameasurethatcombinesAI-drivenrevenueandAI-drivenefficiency/costgainsrelativetosectormedians.EfficiencyfromAIrepresentstheaveragebetweenefficiencygainsandcostreductionsfromAI.

Note:Unlessotherwisestated,alldataandchartsinthisreportaresourcedfromPwC’sGlobalAIPerformanceStudyandhavebeenanalysedandcompiledbyPwCChina.

Theheadlineresultisclear:themostAI-fitcompanies(AIleaders)2inour

researchdeliverAI-drivenfinancialperformancethat’s7.2timesashighastheotherrespondents’performance.

2.“AIleaders”inthisreportarethoseinthetopquintile(20%)ofAI-drivenperformance.Thecorrespondingdataindicatorsreflectthemedianvalueofthesetop-performingenterprises.

PwCGlobalAIPerformanceStudyChinaReportPwC8

II.WhatisAIFitnessIndex?

WhataretheninefactorsofAIfitness?

TheAIFitnessIndexiscomposedofindicatorsthatmeasuresixfoundational

capabilities(AIfoundations)andthreeapplicationcapacities(AIuse).

2

Sophistication

AIfoundations

AIuse

Specifically,

AI

fitness

Sophistication

Thisfactorisameasureofa

company’smostadvancedAI

applications.Thinkofthisvariableasaspectrum—fromusingAIsimplytosummariselongtextsalltheway

throughtobuildingautonomous,

self-optimisingagents.TheAI

leadersaretwiceaslikelytouseAIthatoperatesautonomously.

Breadthanddepth

ThisfactorcaptureshowmuchAIisusedacrossyourorganisation’s

valuechainandhowdeeplyAIis

deployedintoworkflowswithineachfunction.TheAIleaders’scorefor

breadthanddepthisroughlytwiceashighastherest.

Capturingvaluefromindustryconvergence

ThisfactorassessestheextenttowhichAIenablescross-sectorcompetitionor

collaboration.Thatcouldbesensing

emergingvaluepoolsbetweensectors,respondingtoshiftsincustomerneeds,orcollaboratingacrosssectorstounlocknewvaluefromecosystempartnerships.AIleadersaremorelikelytouseAIto

derivegrowthfromindustry

convergence,thestrongestAIfitness

factorinfluencingAI-drivenperformance.

PwCGlobalAIPerformanceStudyChinaReportPwC9

Governanceandrisk

Thesecurity,accesscontrols,

regulatorycomplianceprocesses,

ethicalframeworks,andoversight

bodiesneededtomanageriskfromAIdesigntodeployment.AIleadersare1.6xaslikelytohavea

ResponsibleAIframeworkthat

guidesAIstrategy—includinguse

caseselection,design,deployment,andongoingmonitoring.

Innovation

Thisfactorcaptureshowinnovation-friendly—yetrigorous—acompanyis.Doesyourbusinesshavededicatedinnovationinfrastructure,like

sandboxenvironments?Embeddedownershipofinnovationwithin

businessunits?Andacadenceofportfolioreviewstotest,prioritise,scaleandstopAIinitiatives?AI

leadersaremorelikelytoprovidededicatedinnovationinfrastructureandconductfrequentreviewsof

innovationportfoliostoscaleupAIinitiatives.

Dataandtechnology

Thisfactoristhedegreetowhicha

businesshasmodern,scalable

platformsandtrusted,varieddata

sourcesaccessibletoeveryone.Alsocritical:reusableAIcomponentsandreplicable,redesignedworkflowsin

priorityapplications.Comparedtothechasingpack,AIleadersaremore

thantwiceaslikelytohave

eliminatedoutdatedandcostlyITapplications,systems,and

infrastructure.

Investment

ThisfactormeasuresthefundingandresourcingforAI.Areinvestment

levelssufficient?Canresourcesbereallocatedasprioritiesshiftwhilestillsupportinglonger-horizon

innovation?Leadingcompaniesaremorelikelytoinvestsufficiently,

reallocatefundswithagility,andinvestforlong-termresults.

Strategy

ThestrengthofconnectionbetweencorporatestrategyandAI

deployment.DoestheorganisationhaveaprioritisedAIroadmap?Iseveryusecaselinkedtoaclear

businessobjective?Isbusinessimpacttracked?AndissomeoneaccountableforeverycriticalAIoutcome?

Workforce

Thisfactorisameasureofwhetherleadersandemployeeshavethe

skills,incentives,collaboration

models,andlevelsoftrustneededtobuildAIanduseiteffectivelyinday-to-daydecisions.AIleadersare1.7timesaslikelyasotherfirmstosaytheiremployeesparticipatein

ongoing,role-basedAI-learning

sessions.Andthoseemployeesaretwiceaslikelytotrusttheinsights

generatedbyAI.

PwCGlobalAIPerformanceStudyChinaReportPwC10

III.CharacteristicsofglobalAIleaders

ResearchrevealsthatthemostAI-fitcompanies(i.e.,AIleaders)significantlyoutperformothercompaniesacrossthreecriticaldimensions,eachbyasubstantialmultiple:usingAItodrive

businesstransformationandgrowth,buildingstrongAIfoundations,andsuccessfullyscalingAIapplications.

01DrivingbusinesstransformationandgrowthwithAI

AIleadersbeginwithstrategicchoices,aligningAIwitharangeofhigh-valuebusinessobjectives.TheytreatAIasanengineforgrowthandbusinessreinvention,ratherthanmerelyatoolfor

improvingproductivity.Theyproactivelytargetopportunitiesinvalueflows,particularlyinareas

wherecompetitiveboundariesareblurringandnewecosystemsareemerging,andmanagetheseinitiativeslikeabusinessportfolio,withclearlydefinedaccountabilityandperformance

measurementmechanisms.

•AIleadersare1.5timesmorelikelythanothercompaniestouseAItoinnovatenewbusinessmodels.

•BothAIleadersandothercompaniesuseAItoimproveefficiency,butAIleadersare1.2timesmorelikelytouseAItogeneraterevenue.

•AIleadersaresignificantlymoreinclinedtouseAItosenseemergingvaluepools(1.8times),collaboratewithcompaniesoutsidetheirownsector(3times),competewithcompanies

outsidetheirownsector(2times),andunlocknewvaluefromecosystems(2.3times).

02BuildingtargetedAIfoundations

WhenincreasingtheextentofAIadoption,companieswithsolidAIfoundationsachievenearly

twicetheimprovementinAI-drivenperformancecomparedwiththosewithweakfoundations.ThekeydifferentiatoristhatAIleadersbuildonlythecapabilitiesrequiredtomeettheirobjectives,

avoidingunfocusedtransformation.Theymakesufficientandflexibleinvestments,upgradecriticaldataandtechnologyplatforms,buildemployeeconfidenceandcapability,enableinnovation,andimplementgovernancemechanismsscaledtotheirneeds.

•AIleadersinvest2.5timesmorethanothercompaniesandarefarmorelikelytomanagetheseinvestmentswithflexibility.

•AIleadersbuildcapabilitiesthatareprecisely“fitforpurpose”.Forexample,theyare2.4timesmorelikelytocreatereusableAIcomponentsand1.7timesmorelikelytoprovidehigh-qualitydatamatchedtopriorityAIapplications.

PwCGlobalAIPerformanceStudyChinaReportPwC11

03Successfullyscalingprovenapplications

AIleadersareselectiveinscaling:theydonotscatterAIacrosseveryarea,butinsteadensurethatpriority

usecasesareconsistentlyimplementedacrosstheenterprise.Theyreusevalidatedsolutionsacrossteams,regions,products,anddecisionnodesthatdrivetargetoutcomes;embedAIintocoreworkflowsand

systems,therebychanginghowworkisperformed;andapplyAIinmoresophisticatedways—evolvingfromsimplesummarisationtoolstoautomatedsolutions.

•AIleadersareapproximatelytwiceaslikelyasothercompaniestodeeplyembedAIacrossallpartsofthevaluechain,coveringareassuchascorporatestrategy,supplychainoperations,andfront-

andback-officefunctions.

•AIleadersarenearlytwiceaslikelyasothercompaniestooperateAIatahigherlevelofsophistication(forexample,autonomousandself-optimisingAI).

AhigherlevelofAIfitnessimprovesabroadrangeofintermediateperformanceoutcomes,whichinturnshapefinancialresults.AIleadersaremorelikelythanotherstoreportthattheirAI

portfolioshaveacceleratedthelaunchofnewproductsandservices.TheyalsoindicatedthatAIhashelpedtransformtheirbusinessandoperatingmodels,improveddecision-makingquality,

andenhancedcustomerexperienceandtrust—keymetricsthatmanyexecutivesprioritise.

SimilarcompoundingeffectsoccurbetweenAIuseandAIfoundations.WhencompanieswithstrongfoundationsincreaseAIuse,theyseenearlydoubletheimprovementinAI-driven

performanceseenbythosethathaveweakerfoundations.Ineffect,foundationsraisethe

conversionratefromAIactivitytomeasurableoutcomes.Strongerdataandplatformsreduce

time-to-deploy,whileworkflowredesignandworkforcetrust-buildingincreaseadoption.Greateradoption,inturn,generatesricherdataandfeedback—improvingthesystemovertimeand

increasingimpactwitheachdeployment.

12

PwCGlobalAIPerformanceStudyChinaReportPwC

IDEAINMOTION

Alargetechnologyproviderimprovescustomerexperience

Theprompt

Amajortechnologycompanywithmillionsofcustomersfacedrisingexpectationsforseamless,personalisedservice.Butitslargelymanualcustomerengagementmodelcouldn’tkeepup.

Companyleaderswantedtoimprovecustomerexperiencewhilekeepingcostsundercontrol.

Themove

PwCdesignedanddeployedanAI-driven,omnichannelcontactcentrethatcombinedpredictive

intentmodelling,adaptivedialogue,andreal-timeanalyticstosupporthumansandAIagents.A

centralisedAIagentmanagementhubenabledorchestrationacrosschannels,scaleddeployment,andgovernance.Tohelpemployeesusethenewsoftwareeffectively,thecompanyalso

establishedResponsibleAI,workforceupskilling,andnewwaysofworkingforhuman-AIteams.

Theoutcome

Theresultswereimmediateandmeasurable:customersspent25%lesstimeonthephone

resolvingrequest,andcalltransfersfellbyasmuchas60%,meaningmoreissueswerehandledonfirstcontact.Customerexperienceimprovedaswell;thecompany’sNetPromoterScore(NPS)rose7%,andcustomersatisfactionrose10%.

02

AnalysisofChinese

enterprises’AIFitnessIndex

PwCGlobalAIPerformanceStudyChinaReportPwC14

Comparedwithmajorglobaleconomies,ChinamadeanearlierstartinAI

development,supportedbyconsistentandstronglyimplementedtop-level

industrialsupportpolicies.Domesticmarketplayershavedemonstrated

significantlyhigherenthusiasmforAIadoptionthantheglobalaverage,and

enterprisesactivelyallocatingresourcestodrivelarge-scaleAIdeploymenthasbecomeawidespreadtrend.Thishascreatedadual-drivendevelopment

patternofpolicyguidanceandindustrialpractice.

I.Chineseenterprisesrankintheglobaltop

tierforAIfitness

ChineseenterprisesrankintheglobaltoptierforAIfitness.TheiroverallAIfitnessnotonlyexceedstheglobalaveragebutalsoslightlysurpassesthatofAIleadersincertaincapabilities.Intermsof

capabilitystructure,ChineseenterprisesexhibitadistinctivepatternwhereAIuseisstrongerthanAIfoundations,withAIuseperformancemarginallybetterthanthatofAIleadersandAIfoundationsonparwiththem.Cross-sectorconvergenceapplicationsrepresentChineseenterprises’greatestareaofstrength,whilegovernanceandriskmanagementareclearweaknesses.

AIfitnessofChineseenterprises

Averagescoresoutof10,multiplereflectsAIleaderscorevs.Chinaaveragescore

Allothers

China

AIFitnessIndexscores

5.2

6.9

6.8

AIfoundationsscores

AIusescores

5

7.2

7.1

5.4

6.9

6.9

0.99x

0.99x

1.00x

AIleaders

PwCGlobalAIPerformanceStudyChinaReportPwC15

Q.Towhatextenthasyourcompany’sfullAlportfolioimprovedthefollowingoutcomes？

(Showingonly“Toaverylargeextent”and“Toalargeextent”responses)

20%40%60%80%

20%

56%

49%

19%

53%

60%

23%

59%

62%

21%

52%

55%

27%

66%

65%

26%

62%

59%

25%

58%

65%

27%

60%

70%

28%

56%

62%

34%

64%

65%

33%

62%

62%

41%

65%

65%

0%

Increasednumberofdecisionsmadewithouthumanintervention

Reducedenergyuseand/orreducedwaste

Transformedbusinessmodel

Fasterspeed-to-marketfornewproducts/services

Transformedoperatingmodel

Createdneworenhancedproducts/services

Reducedrisk

Improvedorganisationalagility

Improvedcompliance

Higherqualityofdecision-making

Improvedcustomerexperience,satisfaction,ortrust

Improvedemployeeproductivity

2.8x

2.8x

2.6x

2.5x

2.4x

2.4x

2.3x

2.2x

2x

1.9x

1.9x

1.6x

AllothersuAIleadersChina申Multiple

ű

Chineseenterpriseshavefirmlyestablished

themselvesasgloballeadersinAIdevelopment.OurAIFitnessIndexrevealsthattheirperformance

slightlyedgesoutotherleadingcountriesandregionsglobally,withacompetitiveadvantagethatiseven

morepronouncedinAIapplicationthanin

infrastructure.Intermsofinnovation,Chinese

companiesmaintainhighlevelsofinvestmentinexperimentalinitiatives,ecosystemenvironments,andhumanresources—evensurpassingglobalAIleadersanddemonstratingstronggrowth

momentum.

CharlesLee

ViceChairandManagingPartner,PwCChina

PwCGlobalAIPerformanceStudyChinaReportPwC17

II.AIuse:outstandingperformance,with

growth-orientedapplicationsandscaling

exceedingglobalbenchmarks;autonomousandself-optimisingcapabilitiesstillrequirefurtherimprovement

ThisglobalstudyshowsthatthecoredifferencebetweenAIleadersandothercompaniesliesin

applicationorientation:mostcompaniesuseAIprimarilytoimproveefficiencyinexistingoperations,

whereasAIleaderstreatAIasanengineforbusinessgrowthandmodelreinvention.AIleadersare2.6

timesmorelikelythanotherstouseAItotransformbusinessmodelsand1.8timesmorelikelytouseAItoidentifyemergingcross-sectorvaluepools—particularlythoseinvolvingcustomer-centric,multi-industry

productandservicecombinations.Asindustryconvergenceaddressestheseneeds,companiesthatreshapetheirbusinessmodelswillcapturegreaterreturns.Chineseenterprisesdemonstrateacleargrowth-orientedapproachtoAIuse,approachingorevenexceedingthelevelofAIleaders.

01.Breadthanddepth:Highvalue-chaincoverage,leadingglobally

TheglobalresearchindicatesthatAIleadersapplyAIacrosstheentirevaluechainat

approximatelytwicethelevelofothercompanies,enablingsynergisticvalueamplificationacrossmultiplestages.ChineseenterprisesmatchAIleadersinoverallvalue-chaincoverageofAI

applicationsandhavealreadysurpassedthemindemandgenerationandsupportservices.

TheirdepthofAIdeploymentranksintheglobaltoptier,graduallymovingbeyondthe

fragmented,pilot-onlypatternseenamongmostcompanieswhereAIisconcentratedinafewdepartments.

Q.TowhatextentisAIbeingappliedinyourorganisationineachofthefollowingfunctions?(Breadth:valuechainareastowhichAIisbeingapplied;anddepth:barheight,proportionofrespondentswho’vescaledorembeddedinvaluechaincomponent)

50%

42%40%44%44%40%

23%25%22%22%

Demandgeneration

(e.g.,

marketing/sales)

1.8x1.8x2.0x1.9x

Directionsetting(e.g.,corporatestrategy,R&D)

AllothersAIleadersChinaMultiple

Demandfulfilment(e.g.,

supplychainops)

60%

50%

40%

30%

20%

10%

0%

Supportservices

(e.g.,finance,IT,HR)

48%

41%

PwCGlobalAIPerformanceStudyChinaReportPwC18

02.Sophistication:Leadinginhigh-levelapplications,butautonomousand

self-optimisingcapabilitiesstillhaveroomtoimprove

InpracticalAIdeployment,Chineseenterprisesdisplayatypicalpatternofstrongexecution,

weakerdecision-making,andlimitedautonomy.Thisreflectsthat,whileChineseAIapplicationsarerollingoutquicklyandbroadly,furtherimprovementisstillrequiredinautonomyand

intelligencelevels.ChineseenterprisesslightlyoutperformAIleadersinmulti-taskexecution,

highlightingtheirstrongexecutioncapabilitiesandscaleadvantagesinprocessautomationandreplacementofstandardisedoperations.

However,inthe“autonomousandself-optimising”category—whichrepresentstrueautonomousintelligence—Chineseenterprisesstandatonly7%,lowerthanothercompanies(8%)andlessthanhalfthelevelofAIleaders(15%).Atthesametime,Chineseenterprisesshowarelativelyhighproportionofgenerativeusecasessuchas“assists,summarisesanddrafts”,indicating

thatAIcurrentlyfunctionsmoreasanassistanttohumansratherthanevolvingintoatruly

autonomousand“brain-replacing”intelligenten