亚洲以人为本的人工智能机遇：转型框架

IncollaborationwithAccenture

IndustriesintheIntelligentAge

Asia’sHuman-ledAIOpportunity:

AFrameworkforTransformation

WHITEPAPERJUNE2026

Images:GettyImages

Contents

Readingguide3

Foreword4

Executivesummary5

Introduction6

1Asia’sAIopportunity:dynamism,realityandpossibilities7

2Thepitfallsofdeploymentbeforedesign11

3Thehuman-ledAItransformationframework12

4ThreepathwaystoputtingHLAIintopractice23

Conclusion25

Contributors26

Endnotes29

Disclaimer

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Thefindings,interpretationsandconclusionsexpressed

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©2026WorldEconomicForum.Allrightsreserved.No

partofthispublicationmaybereproducedortransmitted

inanyformorbyanymeans,includingphotocopyingand

recording,orbyanyinformationstorageandretrievalsystem.

Asia’sHuman-ledAIOpportunity:AFrameworkforTransformation2

Asia’sHuman-ledAIOpportunity:AFrameworkforTransformation3

Readingguide

TheWorldEconomicForum’sAITransformationofIndustriesinitiativeseekstocatalyseresponsible

industrytransformationacrossindustriesand

society.ItadvancesunderstandingofAI’simpact

onbusinessandsocietywhileactivelyacceleratingpracticalimplementationthroughleadership

convening,ecosystemcollaborationandthescalingofreal-worldsolutions.

AcentralpillaroftheinitiativeisMINDS(Meaningful,

Intelligent,NovelandDeployableSolutions),aprogrammethatrecognizesandshowcasesreal-worldAIdeploymentsdeliveringscalable,inclusiveimpactacrosssectors.

ThiswhitepaperseriesexaminesthetransformativeroleofAIacrossindustries,combiningcross-

industryanalysiswithin-depthsectoralandregionalperspectives.

Buildingonlastyear’sfoundationalassessmentofAI’sstateofdevelopment,strategicpotentialandemergingopportunities,thisyear’sseriesshiftsfromwhatispossibletowhatisrequired.Thefocusmovesdecisivelytowards

operationalization,highlightingtheactions

organizationscouldtaketomovefrom

experimentationtoenterprise-wideimplementation.

Eachpaperoffersapractical,executive-levelviewofwhattransformationlookslikeontheground,

drawingonreal-worldcasestudies,leading

practicesandemergingdatafromacrossindustries.Whileeachpaperisstandalone,commonthemesemerge:newoperatingmodels,evolvingroles

ofleadership,human-AIcollaboration,and

thegrowingimportanceofAIgovernanceandorchestration.

AsAIadoptionaccelerates,thisseriesaimstoequipleaderswiththeinsights,capabilitiesanddecisionframeworksrequiredtobuild

competitive,responsibleandfuture-readyAI-enabledorganizations.

Together,thesepapersofferacomprehensiveviewofAI’scurrentdevelopmentandadoption,aswellasaviewofitsfuturepotentialimpact.Eachpapercanbereadstandaloneoralongsidetheothers,

withcommonthemesemergingacrossindustries.

Crossindustry

Impactonindustrialecosystems

IncollaborationwithAccenture

IncollaborationwithAccenture

IndustriesintheIntelligentAge

OrganizationalTransformation

intheAgeofAI:HowOrganizationsMaximizeAI’sPotential

WHITEPAPERMARCH2026

OrganizationalTransformationintheAgeofAI:

HowOrganizations

MaximizeAI’sPotential

AIGovernanceAlliance

IncollaborationwiththeGlobalCyberSecurityCapacityCentre,UniversityofOxford

TransformationofIndustriesintheAgeofAI

ArtificialIntelligenceandCybersecurity:BalancingRisks

andRewards

WHITEPAPERJANUARY2025

ArtificialIntelligenceandCybersecurity:BalancingRisks

andRewards

Regionalspecific

Impactonregions

IncollaborationwithAccenture

IndustriesintheIntelligentAge

Asia’sHuman-ledAIOpportunity:AFrameworkforTransformation

WHITEPAPERJUNE2026

Asia’sHuman-ledAIOpportunity:

AFramework

forTransformation

Industryorfunctionspecific

Impactonindustries,sectorsandfunctions

Advanced

manufacturingandsupplychains

IncollaborationwithAccenture

IndustriesintheIntelligentAge

IntelligentIndustrial

OperationsOutlook2026

WHITEPAPERAPRIL2026

IntelligentIndustrialOperationsOutlook2026

Consumergoods

IncollaborationwithAccenture

IndustriesintheIntelligentAge

UnlockingAIValueat

Scale:WorkforceAdoptionAPracticalGuidefor

ConsumerIndustries

BRIEFINGPAPERAPRIL2026

UnlockingAIValueatScale:Workforce

Adoption

APracticalGuideforConsumerIndustries

Healthcare

IncollaborationwithBostonConsultingGroup

TransformationofIndustriesintheAgeofAI

TheFutureofAI-EnabledHealth:LeadingtheWay

WHITEPAPERJANUARY2025

TheFutureof

AI-EnabledHealth:LeadingtheWay

Life

science

Incollaborationwith

BostonConsultingGroup

IndustriesintheIntelligentAge

StrategicChoicesinthe

AgeofAI:ShapingtheFutureofLifeSciences

INSIGHTREPORTMAY2026

StrategicChoicesintheAgeofAI

ShapingtheFutureofLifeSciences

Media,

entertainmentandsport

AIGovernanceAlliance

IncollaborationwithAccenture

TransformationofIndustriesintheAgeofAI

ArtificialIntelligenceinMedia,EntertainmentandSport

WHITEPAPERJANUARY2025

ArtificialIntelligenceinMedia,EntertainmentandSport

Telecommunications

IncollaborationwithAccenture

TheStrategicRole

ofTelecomProviders

AcrosstheAIValueChain

WHITEPAPERMARCH2026

TheStrategicRole

AcrosstheAI

valuechain

Transport

IncollaborationwithMcKinsey&Company

TransformationofIndustriesintheAgeofAI

IntelligentTransport,GreenerFuture:

AIasaCatalysttoDecarbonize

GlobalLogistics

WHITEPAPERJANUARY2025

IntelligentTransport,GreenerFuture:

AIasaCatalysttoDecarbonize

GlobalLogistics

Financial

services

Upcoming

FromParadox

toprogress:

ANet-positiveAl

EnergyFramework

AIinAction:BeyondExperimentationtoTransformIndustry

IncollaborationwithAccenture

FromParadoxtoProgress:

ANet-PositiveAIEnergyFramework

INSIGHTREPORTDECEMBER2025

TransformationofIndustriesintheAgeofAI

AIinAction:BeyondExperimentationtoTransformIndustry

FLAGSHIPWHITEPAPERSERIESJANUARY2025

AIGovernanceAlliance

Asia’sHuman-ledAIOpportunity:AFrameworkforTransformation4

June2026

Asia’sHuman-ledAIOpportunity:AFrameworkforTransformation

Foreword

StephanMergenthaler

ManagingDirector,ChiefTechnology

Officer,WorldEconomicForum

GimHuayNeo

ManagingDirector,World

EconomicForum

SamanthaZhu

SeniorManagingDirectorand

Chairperson,AccentureGreaterChina

Artificialintelligence(AI)promisestobethetransformativetechnologyofageneration.

Inboardrooms,itcansharpendecisions,accelerateinnovationandhelpleadersfindnewpathsto

growth.Onfactoryfloorsandinserviceoperations,itcanreducefriction,improvequalityandmake

workmoreproductive,adaptiveandresilient.

Forgovernments,itoffersthepotentialto

strengthenpublicservices,upgradeindustriesandsupportmoreinclusiveeconomicdevelopment.

Acrossthesesettings,AIismorethanatoolforefficiency;itisbecomingaforcethatcanreshapehowvalueiscreatedandhowsocietiesprosper.Butwhetherthatpromiseisrealizedrestsona

fundamentalassumption:thatAItransformationishuman-led.

Organizations,ecosystemsandcountries

increasinglyrecognizethatAIcannotbetreated

onlyasatechnologydeploymentchallenge.Theyknowthestakesarebroader:howworkchanges,howtrustisbuilt,howinstitutionsadaptandhowthegainsareshared.Thewhyisclear;theharderquestionishowtoputthisintopractice.

ThisquestionisespeciallyimportantinAsia.The

region’sdiversity,scaleanddynamismmakeitoneofthemostimportantarenasinwhichAI’sfutureisbeingshaped.Differenteconomiesmoveatdifferentspeedsandfromdifferentstartingpoints.Yet,manyconfrontthesameunderlyingchallenge:ensuring

thattechnologicalprogresstranslatesintobetteroutcomesforpeople,organizationsandsociety.

Thisreporttraceshowhuman-ledAItransformationisbeginningtotakeshapeacrossAsia,whereitisgainingtraction,wherebarriersremainandwhat

practicallessonsareemerging–lessonsthatmatternotonlyforAsia,butfortheworld,provingthatthemostpowerfulthingaboutAIisnotthetechnologyitself,ratherthehumanpotentialitunlocks.

Asia’sHuman-ledAIOpportunity:AFrameworkforTransformation5

Executivesummary

Asartificialintelligence(AI)capabilitiesevolvefromgenerativeAItoagenticAI,adoptionisnolongerconfinedtopilotprojectsorisolatedproductivityimprovements.Acrosstheglobe,AIisincreasinglyembeddedintocoreoperations,workflowsand

decision-makingprocesses.InChina,products

suchasOpenClawhavemovedrapidlyfromtech-communityexperimentationintothe

publicspotlight.

Yetwideradoptionandmoreautonomous

deploymenthavenotconsistentlytranslatedintodurablevalue.Thispaperarguesthatthemain

bottleneckisthewideninggapbetweenwhatAIsystemscandoandthepaceatwhichhuman

systemsadapt.ThemoreconsequentialquestionisthereforenotwhetherAIisbeingadoptedbutwhetherhumanroles–direction,judgementandaccountability–arebeingdeliberatelyreorganizedtokeeppacewithtechnicalcapability.

Seenthisway,thehumanroleinAItransformationiseasilymisunderstood.Itdoesnotmeaninvolvinghumansineverytask,nordoesitrestona

genericappealto“human-centricity”.Human-ledAI(HLAI)transformationreferstothefunctions

thatremainnon-delegableasAIscales,includingsettingdirections,keepingjudgementandholdingaccountability.Theimportanceofhumanslies

notinresistingautomation,butinensuringthatthetransitiontonewoperatingmodelsisdriven

bydeliberatehumanintent–notbydeploymentmomentumalone.

Asiaisacriticaltestbedforthistransformation,

combiningindustrialscale,demographicdiversity,strongpolicyinvolvementandrapidreal-world

deployment.Someeconomiesareadvancing

throughbroad,system-wideacceleration;othersthroughsequencedintegrationaswellasthroughopportunity-drivenexpansionfocusedonprioritysectorsorenablingdigitalrails.

BuildingontheWorldEconomicForumreports

BlueprinttoAction:China’sPathtoAI-Powered

IndustryTransformation

and

Organizational

TransformationintheAgeofAI:HowOrganizations

MaximizeAI’sPotential

,thiswhitepaperadvancesapracticalframeworkforHLAItransformation.It

movesbeyondanarrowfocusonhumanpresenceinindividualprocessestoaddresshowdirection,

judgementandaccountabilityarestructuredaroundhumanrolesacrosssystems.Theframework

providesanarchitectureforexercisingthese

responsibilitiesatorganizational,ecosystemandregionallevels.

Ourmessageisstraightforward:thefutureofAItransformationinAsiawillbedeterminedlessbymodelcapabilitythanbywhetherhumansystemscanbedeliberatelyreorganizedtoenableAItobedeeplyembeddedandscaled.

Asia’sHuman-ledAIOpportunity:AFrameworkforTransformation6

Introduction

Artificialintelligenceismovingfromisolatedpilotstocoreoperationaldeploymentacrossindustries.While77%oforganizationsadoptadvancedAI,fewerthanone-thirdreportachievingwidespreadandsustainedvaluefromtheirinitiatives.1This

gaprevealsthatlarge-scaledeploymentdoesnotautomaticallytranslateintosystem-wideimpact.

Inearlierphasesofadoption,thecentralquestionwaswhattouseAIfor.Now,asadoptionacceleratesandreachesmorepeoplethanever,2themorepressingquestioniswhetherorganizationscangovernitfastenoughforthatcapabilitytotranslateintodurablevalue.Thebottleneckisnolongermodelcapabilityalone,butthewideninggapbetweenthepaceofAIadvancementandthereadinessofhumansystemstoadapt.

Thatgapbecomesmoreconsequentialasagenticsystemsandorchestrationlayersbegintoactand

notjustrespond,adevelopmentcharacterizedasamovefrom“augmentation”to“co-intelligence”.3Thisshiftmakesitevenmorecriticalthatpeoplecontinuetodefinetheobjectives,boundaries,responsibilitiesandadaptiveconditionswithinwhichAIoperates.

Thisiswhyhuman-ledAI(HLAI)transformationisnecessaryforthenextphaseofadoption.HLAIis

notaboutplacingpeopleintoeveryAI-enabledtask,norsimplydesigningAIaroundhumanpreferences.Whatdistinguishesitisafocusontransformation

ratherthanintervention:deliberatelyredesigningthehumansystemaroundAIasitbecomesembeddedincoreoperationsanddecision-making.

HLAItransformationreferstoapurpose-driven

redesignofstrategy,processesandorganizationalstructuresinwhichhumansactas:

–Directionsetters:definingthestrategic

objectives,valueprioritiesandboundarieswithinwhichAIoperates–shapingnotjustwhereitisapplied,butwhatitisdesignedtoserve.

–Judgementkeepers:embeddinghuman

reasoningatthedecisionpointswherecontext,riskandconsequencecannotbefullyspecifiedinadvance–andholdingthelinewhereit

shouldnotexpand.

–Accountabilityholders:ensuringthat

someoneremainsgenuinelyanswerablefor

outcomes–concentratingresponsibilitywhereitcanbeexercisedandenforced,notdiffusingitacrosssystems.

1

FIGURE

Humanroles

Accountabilityholders

Judgementkeepers

Directionsetters

Humanroles

HLAIbeginswithintent–definingtheoutcomes

thatmatter,thedecisionsthatmustimproveand

thecapabilitiesthatneedtobestrengthened.Thesechoicessetthedirectionoftransformation.They

determinenotonlywhereAIisapplied,buthowtheorganizationitselfmustchangetorealizevalue.4

Critically,thisredesigndoesnotstopatthelevel

ofthefirmboundary.Becausevaluecreation

increasinglyspansinterconnectedsystems,

scalingAIalsodependsonhoworganizations

alignwithpartners,labourmarketsandinstitutional

environments.Withoutthisbroaderalignment,

AIremainslocallyeffectivebutsystemically

fragmented,andthegapbetweendeploymentanddurablevaluepersists.

Human-in-the-leadinthiscontextisnotan

ethicaladd-ontoAIdeployment,norabrakeon

technologicalambition,butthestructuralconditionforsustainablescale.Onlydeliberatehuman-led

redesigncanconvertthatcapacityintoreliablebusinessimpact,workforceresilienceandlong-termcompetitiveness.

Asia’sAIopportunity:dynamism,realityandpossibilities

SystemicAItransformationisemergingmost

visiblyinAsia,reflectingacombinationofstructuralconditions:industrialscale,demographic

divergence,variedeconomicstructuresandunevenbutsignificantprivateAIinvestment(seeFigure2).5

Together,thesemakeAsianotsimplyaregionof

rapidadoption,butavaluabletestbedforobservinghowdifferentsystemsadopt,adaptandscaleAI

underreal-worldconstraints.

1

FIGURE2

SocioeconomicandAIinvestmentlandscapeinselectedAsianeconomies

Asia’sHuman-ledAIOpportunity:AFrameworkforTransformation7

Japan

Eco.structure%12474

Urbanpop.%92

Pop.structure%16-645965+29

PrivateAIinvestment$7.00bn

SouthKorea

Eco.structure%13458

Urbanpop.%83

Pop.structure%16-647165+20

PrivateAIinvestment$10.75bn

65+16

PrivateAIinvestment$131.83bn

Singapore

Eco.structure%2377

Urbanpop.%100

Pop.structure%16-647565+19

PrivateAIinvestment$9.09bn

Note:China’sfiguresareasof2025.Theshareofpopulationaged65andaboveisreportedasof2025forallcountriesexcepttheUAE.India’sworking-agepopulation(aged16–64,asapercentageoftotalpopulation)reflects2025data.

PrivateAIinvestmentreferstoprivatefinancing(e.g.,VC,PE)inAIcompanieswithover$1.5millioninfunding.

Source:WorldBank;UnitedNations;IMF;StanfordHAI;NationalBureauofStatisticsofChina;StatisticsBureauofChina.

UnitedArabEmirates(UAE)

Eco.structure%14455

Urbanpop.%87

Pop.structure%16-6482

65+2

PrivateAIinvestment$4.24bn

China

Eco.structure%Urbanpop.%

Pop.structure%16-64

India

Eco.structure%Urbanpop.%

Pop.structure%16-64

Economicstructure(%ofGDP,2024)Agriculture|Industry|ServicesUrbanpopulation(%oftotal,2025)

Populationstructure(%oftotal,2023)Ages16–64|Ages65+PrivateAIinvestmentaccumulated,2013-2025

65+7

PrivateAIinvestment$15.39bn

73658

68

69

162550

38

68

Asia’sHuman-ledAIOpportunity:AFrameworkforTransformation8

Twocharacteristicsdistinguishtheregion:

Scale,complexityandindustrialAIdeployment

Asiacombinesscalewithoperationalcapabilityinways

fewotherregionsdo,hostingsomeoftheworld’smost

tightlyintegratedindustrialandsupplychainsystems.

China,forexample,istheonlycountryintheworldto

coverallindustrialcategoriesintheUNclassification

system.Formanyeconomies,integrationintoglobalvaluechainsismediatedprimarilythroughregionalproductionnetworksratherthandirectglobalsourcing.Insome

cases,morethan70%ofthisupstreamintegrationis

regional.6Insuchenvironments,AIdeploymentdoesnotremainlocalized–decisionsinonenodecascaderapidlyacrossmultipleactorsandsectors,enablingsystem-widevaluecreationatscalethatfewotherregionscanmatch.

Asia’sindustrialbaseprovidesadistinctivefoundationforcapturingAIvalueatscale.Asiaaccountedfor74%of

newindustrialrobotdeploymentsin2024,whileChinahastheworld’slargestoperationalstockofindustrialrobots.7DenseproductionnetworksandestablishedengineeringecosystemscreateconditionsinwhichAIcandeliver

compoundinggainsacrossinterconnectedsystems–notjustwithinindividualfirms.Thismakesthehumanrole

morevisible.EmbeddingAIintohigh-stakesoperations

requiresdecisionsaboutwhereAIshouldbetrusted,

wherehumaninterventionremainsnecessary,howdomainexpertiseiscodified,andhowdirectionandaccountabilityarestructuredacrosshuman–AIsystems.

Divergentdemographicandworkforcerealities

Asiaaccountsfornearly59%oftheglobalpopulation,8butworkforceconditionsremainhighlyuneven.Economies

suchasJapanandSouthKoreafacerapidageing,withthepopulationaged65andaboveexceeding29%9and20%,10respectively.OthereconomiessuchasIndiaandSouth-EastAsiaretainyoung,expandinglabourforces.Chinasitsbetweenthesepoles,combiningscalewithemergingdemographicpressure.

ThesedifferencesshapetheimmediatemotivationsforAIadoption.Asiancountries,especiallythoseinSouth-EastAsia,remainamongtheworld’smostoptimisticaboutAI.InChina,Malaysia,Thailand,IndonesiaandSingapore,

morethan80%ofrespondentssayAIwillprofoundly

changetheirlivesinthenext3–5years.InChina

specifically,thisoptimismtranslatesintoaction:theshareofpeopleusingAIonasemi-regularorregularbasishasalreadyexceeded80%.11

Insomecontexts,AIislinkedtocontinuity,substitutionandproductivityunderlabourpressure.Inothers,it

islinkedmoretoaugmentation,inclusion,scaleand

access.12Yettheunderlyingmessageconverges:AIis

beginningtoalternotjusttasksbutthestructureofworkitself–anditisspreadingatahistoricspeed.

Asia’sHuman-ledAIOpportunity:AFrameworkforTransformation9

TABLE1

Diversepathwaystosuccess

AsiaisnotmovingthroughAItransformationina

singleway.Someeconomiespursuebroaddiffusion

ThreeAIadoptionpathwaysacrossAsia

anddeepembedding;othersfocusontrust-orientedintegrationintocoresystems;still

othersbuildmomentumthroughprioritysectors,digitalinfrastructureandselectivecapabilityspillovers.

Broad-basedscalers

Sequencedadopters

Sector-priorityadopters

Characteristics

–System-wideAIintegration

–Paralleldevelopmentof

processes,standardsandgovernance

–Iterativeadoptionthrough

capabilitybuildingandlearning

–Structuredandphasedadoption

–Emphasisonreliability,safetyandgovernance

–Controlledexperimentationandgradualscaling

–Priority-sectorAIdeployment

–Usecase-drivenproblem-solving

–Differentiateddepth,fasterinhigh-valueareas

China’spushforhigh-qualitydevelopmentis

acceleratingAIadoptionatscale,withinitiativesmovingswiftlyfromtestingtodeployment.Thegrowthhasbeensupportedbyaplatform-stylegovernanceapproachthatorchestratesstrategicdirection,technicalstandards,pilotprojectsandsharedinfrastructure.Theresultisadistinctive

combinationofpolicy-backedscale,industrialdepthandconsumerdynamism–alladvancinginparallel.

Havingshiftedfromtheplanningtotheexecutionphase,thenationalAIstrategyissupportedby

themostrecent15thFive-YearPlan(2026–2030),withthecentralgovernmentprioritizingthe

national“AI+”Initiativetodrivesociety-wide

AIpenetration.13

China’scoreAIindustryexceededRMB1.2

trillion($174billion)in2025,withover6,200

companies.14By2030,thecountry’sAI-related

industryscaleisexpectedtoexceedRMB10

trillion–signalingaclearshiftfrom“digitalization”to“intelligentization”asanationaleconomicpillar.

Adoptionisalreadyvisibleacrosskeysectors,

shiftingfrompastmodelinnovationtowards

deepintelligencecentredonkeyindustries.15

Inmanufacturing,over30%ofindustrial

enterprisesabovedesignatedsize(i.e.,firmswithannualrevenueofRMB20millionormore)havedeployedAIbytheendof2025.16Inenergy,

a100-billion-parameterindustrialfoundation

modelisbeingusedforgridinspectionandfaultdiagnosis,withcumulativecallsexceeding10

million.17Inhealthcare,medicalimaging,smartoutpatientservicesandclinicaldecisionsupportarethetopthreeapplicationsacrosshospital

usecases.18

China’suserbaseisalsoscalingwithunusual

speed:ByJune2025,515millionpeoplewere

usinggenerativeAI,representing36.5%ofall

internetusersinthecountry.19TheannualgrowthrateofenterpriseAIagentapplicationsinChinaisforecasttogrowataglobal-leading135%annuallyoverthenextfiveyears.20

By2025,generativeAIwasusedbyonly26.7%ofcitizensandfewerthanhalfoffirmshadformalizedAIadoptionpolicies.24Thesefiguressuggestnot

alackofambition,butadeliberateapproachthat

placesgreaterweightonreliabilityandinstitutional

confidence.ItconcentratesAIadoptionin

manufacturing,healthcareandpublicadministration,whereitstrengthenshumanjudgementratherthansimplymaximizingautomation.

Japandemonstratesfeaturesofasequentialandassurance-orientedAIpathway.With29.3%ofitspopulationaged65andabove,21ageingpressurescreatestrongincentivestoraiseproductivitywhilepreservingsystemreliability–alogicreflectedin

policyfromSociety5.022tothe2025PriorityPlanfortheAdvancementofaDigitalSociety.23

Asia’sHuman-ledAIOpportunity:AFrameworkforTransformation10

beyondtheirownsectors–overdoubletheglobalaverageof20%.26

Thetalentimperativeisequallypressing:

SingaporeaimstotripleitsAIpractitionerpool

to15,000by2028andtrain10,000studentsin

physicalAIandrobotics.27Withaboutoneinfiveresidentsaged65andabove,AIandroboticsalsohelpoffsetlabourconstraints.28

SingaporepositionsgovernanceasacatalystfortrustedAIadoption,pairingastrongAI

transformationdrivewithflexible,voluntaryframeworksliketheModelAIGovernanceFrameworkforAgenticAI.25

Momentumisclear:67%ofSingaporebusinessesdemonstratehigherAIinvestmentappetitethan

globalpeers(41%),and43%useAItocompete

Indiademonstratesfeaturesofasector-

priorityandopportunity-ledAIpathway,with

momentumdrivenbydigitalpublicinfrastructure,entrepreneurialadoptionandpolicysupport.

TheIndiaAIMission,approvedin2024witha

budgetofoverRs10,300crore($1.25billion),

providesacoordinatednationalarchitectureforAIdevelopment.29Sectorapplicationsareadvancinginagriculture,healthcareandgovernance,with

languageinclusivitybuiltinfromtheoutset–the

Bhashiniplatformsupports20Indianlanguagesandhasexceededonemilliondownloads.30

Thetalentfoundationissubstantial:IndiaranksfirstgloballyinAIskillpenetration,withAItalentconcentrationgrowing263%since2016.31

Critically,AIdeploymentisbeingscaledthroughexistingdigitalpublicinfrastructure–platformsincludingAadhaarandUPIalreadyreach97%ofIndia’s1.3billioncitizens.32

Thesepathwaysshouldnotbereadasfixed

countrycategories,maturityrankingsorjudgementsabouttransformationquality.Theyshowthat