2026年企业人工智能应用现状报告（英文版）

Stateof

AIintheEnterpriseThe

untapped

edgeJanuary2026deloitte.com/us/state-of-ai◆

◆

●

●Tableof

contentsIntroduction

03

Tappinginto

AI’sfullpotential

30Closethegap

betweenaccessand

activation30Overview04

Unlock

human

advantage31Aboutthe

report

07

Buildgovernance

beforescale

32AddresssovereignAI

requirements

33Keyfindings08

Build

a“living”technology

&

data

infrastructure34Worker

access

and

pilot

expansion08

Pursuestrategic

reinvention

35AItransformation

impacts

10AIfluency

andwork

redesign12

Acknowledgements36SovereignAI15AgenticAI

17

AbouttheDeloitte

AIInstitute39PhysicalAI22AI

preparedness28

Methodology40

worlds,

making

safety

and

human

oversightcritical.Thesetrends

signal

afuturethat

is

evenmoretransformative,

demanding

organizationalstrategiesthat

aligntechnological

scalewithhumanguidance

and

intent.Now

isthetimeto

bevisionary—reshapingorganizationalstructures,

roles,andworkflows

inwaysthat

may

not

have

been

possible

before.Wehopethatthe

insights

inthis

report

inspire

leaderstotake

practicalstepsforward,whilealwayskeeping

people,

purpose,andtrustatthecenter.Together,we

havethe

opportunity

andtheresponsibilitytofundamentally

rethink

howhumansandAIworktogethertotransformthefuture

ofwork

and

create

long-termvalue.3Throughout

history,some

ofourgreatest

leaps

forward

have

comewhen

human

ingenuitycombineswithtransformativetechnology.

Each

era,s

boldest

breakthroughs—from

harnessing

steamto

buildingthe

internet—beganwhenpeople

leveraged

newtoolsto

amplifytheirpotential.Artificial

intelligence

(AI)

isthe

latest

chapter

inthisstory.

It

hasalreadytransformed

thewaywework

and

create,yetwe

have

barely

scratchedthe

surface

ofwhat’s

possiblewhen

human

expertiseandAI

capabilities

unite.Business

leaderstodayfacean

unprecedentedchallenge:

moving

beyond

pilotstotrulyintegratingAI

intothe

heart

oftheir

organizations.It

requires

a

deliberateshift

inwhich

peopleset

avision

and

make

responsible

choices,

andAIprovidesthe

insights,speed,

andscaleto

deliver

againstthat

ambition.That

means

redesigning

core

processes

and

operating

modelswithAI,

ensuringthat

humanstrengths—suchasjudgment,

creativity,

empathy,

and

relationship-

building—are

elevated,

not

automated.Thisyear’s

State

ofAI

inthe

Enterprise

reportcapturesthis

pivotal

moment.

Onthe

one

hand,

wesee

clearaccelerationfrom

organizations:withwiderworkforceaccesstoAItools,

earlyproductivitygains,

andgrowing

confidence

inAI’s

potential.

Onthe

other

hand,we

see

agapbetween

experimentationandtrue

enterprisetransformation.

Many

organizations

are

primarily

usingAIto

drive

efficiency,while

asmallergroup

are

pulling

ahead

by

beginningto

reimaginebusiness

models,

offerings,

roles,

andways

ofworking.

Leading

organizations

are

rethinkinghowworkgets

done,

howteamsarestructured,

and

how

human

and

machine

capabilities

cancomplement

one

another

in

everyday

operations.Keytrends

are

also

reshapingthefuture

ofAI:

SovereignAI

is

redefiningtechnologicalautonomyfor

nations

and

organizations

alike,

impactingtrust

and

competitiveness;AgenticAI

is

enabling

autonomous

reasoning

and

action,

raising

newgovernance

and

control

challenges;

PhysicalAI

is

mergingthe

digital

and

materialIntroductionOrganizationstodaystandatthe

untappededge

ofAI’s

potential.

Ongoing

developmentsin

agentic,

physical,

andsovereignAI

presentnew

challenges

and

opportunities.

Momentum

is

building,yetthegreatestgains

still

lie

aheadas

organizationstranslate

early

progress

intoscalable

impact.AsAI

expands

beyondthe

digital

core,

successwill

ultimately

hinge

on

a

company’s

abilityto

movefrom

ambitionto

activation—turning

experiments

and

potential

into

real-world

businessvalueat

scale.Deloitte,s

latestStateof

AIinthe

Enterprise

survey

captured

insightsfrom

morethan3,200

business

and

IT

leaders

aroundtheworldwith

directinvolvement

intheir

companies’AI

initiatives.This

report

exploresthesurvey

insights

in

detail,

sharing

critical

actionsfor

leadersto

consider

as

they

continue

ontheirjourneywithAI.AItransformation

reveals

productivityfor

most,business

reimaginationfor

afewAI

is

already

boosting

productivity

and

efficiency;

just

asubset

are

using

itto

rewritethe

business.

Today,

34%

ofcompanies

arestartingto

useAI

to

deeplytransformtheir

businesses,30%areredesigning

key

processes

aroundAI

andtheremaining

37%

are

only

usingAI

at

a

surface

level

with

little

or

no

changeto

underlying

businessprocesses.*

While

each

are

capturing

productivity

and

efficiencygains,justthefirstgrouparetruly

reimaginingtheir

businesses

ratherthan

optimizingwhat

already

exists.AI

is

movingfromthe

pilotandexperimentation

phaseto

enterprisescalingasworker

accesstoAIexpandsSurveyed

companies

have

broadenedworkeraccesstoAI

by

50%

injust

oneyear—growingfromfewerthan40%toaround

60%

ofworkers

now

equippedwithsanctionedAItools.Whileonly

25%

ofrespondentssaidtheir

organization

has

moved40%

or

more

oftheirAI

experiments

into

productionto

date,

54%

expectto

reachthat

level

inthe

nextthreetosix

months.*

Figures

may

not

sumto

100%

dueto

rounding.

4OverviewKeyfindingsCompaniesarefocused

on

buildingAIfluency

insteadof

redesigningworkaroundAIDespite

high

expectationsfor

automation,84%

ofcompanies

have

not

redesignedjobs

orthe

nature

ofwork

itselfaroundAIcapabilities.

Insufficientworkerskills

areseen

asthe

biggest

barrierto

integratingAI

intothe

business,

butfewerthan

halfofcompaniesare

makingsignificant

adjustmentstotheirtalent

strategies.

Most

arefocused

on

educatingemployees,

butfarfewer

are

rearchitecting

roles,workflows,and

career

paths.WithsovereignAItaking

hold,wheretechnology

is

built

mattersas

muchas

what

it

can

doSovereignAI

is

about

morethantechnology

ownership.

ItIs

aboutstrategic

independence.

Morethan

3

in4

companies(77%)say

thelocation

ofAI

development

is

a

keyfactor

when

choosing

newtechnologies,signaling

thatgeographicsovereignty

is

now

asimportant

as

innovation.of

surveyedcompaniessaythelocationof

AIdevelopment

isakeyfactorwhenchoosingnewtechnologies.77%Overview5AIagentsare

scaling

faster

thantheguardrailsAutonomousAI

agents

are

racing

intotheenterprise,

but

oversight

is

lagging.

Nearly

3

in4

(74%)

companies

planto

deploy

agenticAIwithin

twoyears.Yet,

1

in

5(21%)

report

having

a

mature

modelforgovernance

ofautonomous

agents,raisingthespecter

ofunintended

risks.PhysicalAI

isalreadyembedded

inoperations—

and

itsfootprint

isgrowingfastPhysicalAI

is

rapidly

becoming

integraltooperationsworldwide,with

58%

ofcompanies

already

using

ittosome

extent

and

adoption

projectedto

hit

80%withintwoyears.While

manufacturing,

logistics,

and

defense

leadthewayglobally,

markets

inAsia

Pacificare

leading

adoption,

drivingwidespreadintegration

ofrobotics,

autonomousvehicles,

and

drones—settingthe

paceforthe

nextwave

ofindustrial

automation.74%Nearly3in4companiesplantodeployagentic

AIwithintwo

years.Overview6Leadersfeel

morestrategically

readyforAIthanoperationally

ready

in

infrastructureandtalent.Despitethe

rapid

evolution

of

AI

beyondGenerativeAI(GenAI)to

agentic

and

physicalAI,

42%

ofcompanies

believetheirstrategy

is

highly

preparedforAIadoptionand

30%

saythe

same

about

risk

andgovernance—both

risingsincelastyear.

Perceptions

ofpreparednessshifteddownslightlyfortechnical

infrastructure,

datamanagement

andtalent,

revealingthe

persistent

challenge

ofmodernizingsystems

andskills

atthe

speed

ofinnovation.Aboutthe

AnnualStateof

AIintheEnterpriseReportThisannual

reportwasfieldedto3,235director-level

toC-suite-level

respondentsacrosssix

industriesand

24countries

betweenAugustandSeptember2025.Industries

included:consumer;energy,

resourcesandindustrials;financialservices;

lifesciencesand

health

care;technology,

mediaandtelecom;andgovernmentand

publicservices.Thesurveydatawasaugmented

byadditional

insightsfrom

15

interviewswithglobal

C-suiteexecutivesandAIanddata

science

leadersat

largeorganizationsacrossa

rangeof

industries.Fordetailson

methodology,

pleasesee

page40.Thisannual

report

is

partofanongoing

series

bythe

DeloitteAI

Institute™

to

help

leaders

in

business,technologyandthe

publicsectortrackthe

rapid

paceof

AIchange

and

adoption.strategyishighlyprepared

for

AIadoption.of

companiesbelievetheir42%Learnmore.

Overview7Key

findingsAI

is

movingfromthe

pilotandexperimentation

phaseto

enterprisescalingasworker

accesstoAIexpandsAccordingto

our

latestsurvey,workforceaccesstoAI

has

expanded

by

50%

injust

oneyear—growingfrom

under40%to

under

60%ofworkerswithsanctionedaccesstoAItools,and

11%

ofleading

companies

currently

provide

workerswith

near-universal(morethan

80%)accesstosanctionedAItools.

However,

among

thoseworkerswithaccess,fewerthan

60%

use

it

intheir

dailyworkflow—a

patternthat

remains

largely

unchangedfrom

lastyear.Thissuggests

thatwhile

access

iswidening,

enterpriseAIremains

underutilized,

and

its

productivity

and

innovation

potential

are

still

largely

untapped.ThescaleaccelerationisbeginningMovingfrom

pilotto

production

is

arguablythe

most

importantstep

in

capturingAIvalue—yetthis

iswhere

many

companiesstall.While

enterprisesare

experimentingwithAIat

an

accelerating

pace,

manystruggletoscalethese

experiments

intosolutionsthat

deliver

measurable

business

impact.Today,

25%

ofrespondentssaidtheirorganization

has

moved40%

or

more

oftheir

AI

experiments

into

productionto-date(figure

1);

however,

54%

expectto

reachthat

level

inthe

nextthreetosix

months,

demonstratingthe

pathwaytovalue

is

clear

and

achievable.These

earlyscalers

highlight

an

acceleratedshiftfrom

pilotsto

enterprisescale.Withinthe

nextTodateFigure1:Proportionof

AIexperiments

deployed(percent)Question:

Inyour

estimation,what

percentage

ofyourAI

experiments(e.g.,

pilots,test

cases,

etc.)

have

been

deployedto

date

intoyourorganization

(moved

into

production)?N=3,235moved40%or

more

oftheirAIexperimentsinto

productionExpecttomove40%or

more

of

their

AIexperimentsintoproduction3–6

months25%54%8Theproof-of-concepttrapWhy

do

so

many

pilotsfailto

reach

production?

The

answer

lies

in

afundamental

mismatchbetween

pilot

and

production

requirements.A

pilottypically

can

runwith

asmallteamin

afew

months

using

cleansed

data

in

anisolated

environment.

However,

productiondeploymenttypically

requires

infrastructureinvestment,

integrationwith

existingsystems,

security

reviews,

compliance

checks,

monitoring

systems,

and

ongoing

maintenance—each

ofwhich

demandsignificantly

more

resources

and

coordination.Production

also

exposes

realitiesthat

pilotscan

hide.

Modelsthat

achieve

high

accuracy

intesting

may

prove

inadequatewhen

handlingedge

cases

atscale.

Use

cases

estimatedtotake

three

months

canstretchto

18

monthswhenintegration

complexities

emerge.

Failuresthat

were

learning

opportunities

in

pilots

become

business

risks

in

production.Organizationsthat

experimentwithAI

oftensee

positive

results

in

controlled

conditions

but

cannot

consistently

predictwhich

use

caseswill

yieldthe

highest

return

on

investment.This

lackofclearvalue

realization

creates

avicious

cycle

where

companies

continuefunding

new

pilots—

which

are

relatively

low

cost

and

lower

risk—ratherthanfacingthe

harderwork

ofscaling

up

existingsuccesses.The

challenge

ofmoving

beyond

isolated

pilots

to

real

enterprise

impact

is

echoed

bythe

people

leadingAI

efforts

ontheground.Accordingtoone

healthcareAI

leader:“Ifthere

is

no

coherentAIstrategy

in

organizations,you

are

likelytosee

pilotfatigue.You’re

chasingthe

next

shiny

object,

pressuredto

dosomethingwithAIwithouta

real

plan.

I’ve

seen

many

instanceswhere

peopleembark

on

pilots,

butwhen

asked

howthey’ll

scale

up

ifsuccessful,they

often

don’t

have

an

answer.Without

a

clear

roadmap,

executing

a

hundred

pilotsjust

leadsto

poor

results

and

failedvalue

creation.”“If

thereisnocoherent

AIstrategyinorganizations,

youarelikelytoseepilotfatigue.”Keyfindings9BeyondproductivityandefficiencyAIisalreadydeliveringwidespreadgainsinefficiencyandproductivity;however,benefits

inotherareasaretakinglongertoachieve.Inparticular,revenuegrowthlargelyremainsanaspiration,with74%of

organizationshoping

to

growrevenue

through

their

AIinitiativesin

the

futurecompared

to

just20%

thatarealready

doingso(figure2).Thesenumberssuggest

AIison

the

vergeofbreakingoutanddeliveringawiderangeofbenefits

thatgo

farbeyondefficiencyandproductivityimprovements.Ultimately,however,

successwith

AIisn’t

justaboutboostingefficiency

orevengrowingrevenue.It’saboutachievingstrategicdifferentiationandalastingcompetitive

edgein

themarketplace.AI

transformationrevealsproductivity

formost,businessreimaginationfor

a

fewAI’sreal-worldbusinessimpactisrisingfast,with

25%ofleadersnowreportingthat

AIishavinga

transformativeeffecton

theircompanies—morethandoublefrom12%a

yearago.

Trustandinvestmentarealsosurging,with84%oforganizationsincreasing

their

AIinvestmentsand

78%ofleadersreportinggreaterconfidencein

the

technology.

Yet,mostcompaniesareonlyat

theedgeoflarge-scale

AI-driven

transformation.7465605338201

1 Achieving

today

Hope

to

achieveQuestion:Withregardstobenefitsfrom

your

AI

efforts:Whichbenefitsare

youachievingtoday?Whichbenefitsdo

youhopetoachieve?N=3,235Figure2:

AIbenefitsachievingtodayvs.hopetoachieve(percent)Improveproducts/servicesandfosterinnovationEnhancedecision-makinganddata-driveninsightsEnhanceclient/customerrelationshipsImproveefficiencyand

productivity本报告来源于三个皮匠报告站（）,由用户Id:619989下载,文档Id:1088326,下载日期:2026-01-29KeyfindingsIncrease

revenueReduce

costsOther40386060666110The

head

of

AI

and

automation

andglobal

engineering

at

a

mining

company

explainedhowtheytook

a

bold,strategic

approachtoAItransformation

by

embeddingAI

intothe

company’s

core

offerings

and

products,most

notablytransformingtraditional

miningequipment

into

intelligent,

connected

platforms

withsensors

and

predictive

analytics.“AI

is

muchmorethan

atechnology...wewantedtogive

itto

everyonefor

everyday

usage

and

make

itpervasive

everywhere.

Butwealsowantedtodisruptthe

market.”Ratherthanfocusingsolely

on

internal

improvements,the

organization

isreimagining

its

business

by

usingAIto

unlock

newvaluefor

both

itselfand

its

clients,

andto

create

new

digitalsolutions

and

revenuestreams.Organizationsareredefininghowthey

work,

butnotallarediving

to

the

same

depthAmongthe

surveyed

companies,

one-third(34%)

are

already

startingto

useAIto

deeplytransformtheir

businesses—creating

newproducts

and

services,

reinventing

coreprocesses,

or

evenfundamentally

changingtheir

business

models.Anotherthird

(30%)

are

redesigningkey

processesaroundAI

but

keeping

their

business

models

intact.Andthe

remaining

third

(37%)

are

usingAI

at

a

moresurfacelevel,

with

little

or

no

changeto

existing

processes*

(figure

3).While

each

are

capturing

productivity

and

efficiencygains,

onlythefirst

group

aretruly

reimaginingtheir

businesses

ratherthan

optimizingwhat

already

exists.“AIismuchmore

thana

technology...we

wanted

to

giveit

toeveryone

foreverydayusage

andmakeitpervasiveeverywhere.Butwealsowantedtodisruptthemarket.”*

Figures

may

not

sumto

100%

dueto

rounding.Current

approach

30%

RedesigningkeyprocessesaroundAIQuestion:Which

best

describesyour

organization's

current

approachto

processtransformation

duringAI

implementation?*

Figures

may

not

sum

to

100%

due

to

rounding.N=3,325Figure3:Currentapproachtotransformationwith

AI*Deeptransformation

ofproducts,processes,andbusiness

modelsLittleor

nochangeto

existingprocessesKeyfindings37%34%11●These

changes

require

carefulthinking

aboutcareer

pathways.

Leaders

inthe

qualitativeinterviews

expressed

concernsabout

potential

disruptionto

professional

development

pipelines

as

a

result

ofautomation.

Entry-leveljobsinvolving

data

entry,

reconciliation,

andfirst-level

customersupportattheir

companies

are

being

prioritizedfor

automation,

butthesejobs

are

oftenthestarting

pointfor

longer

careers.Organizationswill

likely

needto

develop

alternate

pathwaysfor

professionaladvancement,

ensuring

that

employees

have

expertisethat

includesfoundational

processes.Companiesarefocused

on

buildingAIfluency

insteadof

redesigningworkaroundAIWithin

ayear,

morethan

athird

ofsurveyedcompanies(36%)

expect

at

least

10%

oftheirjobsto

befully

automated.The

majority

ofsurveyed

companies(82%)

expect

at

least

10%

oftheirjobsto

befully

automatedwhen

looking

outthreeyears.of

surveyedcompaniesexpectatleast10%of

their

jobstobefullyautomatedwithina

year.36%Keyfindings12Mostcompanieshave

yettoredesign

jobsaround

AIDespite

high

expectationsfor

automation,

84%

of

companies

have

not

redesignedjobs

aroundAI

capabilities.AI

doesn’tjust

augment

existing

processes.It

often

requiresfundamentally

rethinkingoperating

models

and

howworkgets

done.1A

loan

officerwho

has

always

usedjudgment

and

experiencetoapprove

loans

mustnowworkwith

anAIsystemthat

providesrecommendations.This

raises

questions:

When

shouldtheyoverridethe

AI?Howdotheyexplain

decisionstocustomers?

Whathappenstotheirexpertiseandcareertrajectory?Entry-level

andtask-aligned

roles

could

bemost

affected,

as

automation

may

replacecommon,time-consumingtasks.

However,asfront-linejobs

become

more

automated,supervisor

and

managerial

roleswill

likelyshift

toward

orchestration

ofhuman-AIteams.This

is

prompting

many

organizationsto

exploreflatter

structures:

53%

have

considered

pod-basedor

non-hierarchical

modelssincefewer

rolesrequiresupervision

oflargeteams;

however,

only

16%

have

movedto

such

modelsto

agreat

ormaximum

extent.84%of

surveyedcompanieshavenotredesigned

jobsaround

AIcapabilities.Keyfindings13534836333030303019EducatingbroaderDesigningandAssessingtargetRedesigningAssessingchangesProvidingCombiningorMeasuringChangingthebalanceworkforcetoraiseimplementingtalentacquisitioncareerpathsandtotheanticipatedperformance-breimaginingworkertrustandbetween

full-time,overall

AIfluencyupskillingandlevelsand

hiringcareermobilitysupplyandasedincentivesorganizationsbasedengagementcontractandgigreskillingspecializedtalenttostrategiesdemandofskillsfor

leveraging

AIonnewworkpatternsworkersstrategiesdrive

AI

initiativesresultingfromAI

usageworkforce

upskillingandsupporting

business

teamsastheyadaptto

newAItechnologies:“Weare

reskilling

our

people

onthe

businessside—investinga

lottoensuretheyadoptthenewAItoolssothey

can

deliver

bigger,

better,andsmarter.”The

company’svisionforworkforce

transformation

isn’t

just

limitedto

basic

upskilling.

Rather,thefocus

ison

makingsureemployees

can

movefromtraditional

roles

into

morestrategicpositions—supported

byAItools.“For

example,

in

thefuturewewould

liketoseeAI

enabletoday’s

pricinganalyststo

become

pricingstrategists.”Accordingtothe

leaderssurveyed,

insufficientworkerskills

arethe

biggest

barrierto

integrating

AI

into

existingworkflows.Yet,fewerthan

halfof

companies

are

makingsignificant

adjustmentstotheirtalentstrategies,with

most(53%)

simply

focusing

on

educating

employeesto

raiseAIfluency(figure4).While

most

arefocused

oneducating

employees,farfewer

are

rearchitecting

roles,workflows,and

career

paths.A

director

of

AIand

innovationata

major

logistics

organizationemphasizedthe

importanceofTalentstrategiesarefallingshortWorkersentiment

aboutAI

is

mixed

butcautiously

positive.While

13%

ofnon-technical

workers

are

highly

enthusiastic

aboutAI

and

are

proactivelyseekingto

use

it—and

55%

are

atleast

opento

exploring

it—skepticism

remains:21%

prefer

notto

useAI

butwill

do

so

ifrequired,

and4%

actively

distrust

and

avoid

it.Question:

How

isyour

organization

adjusting

itstalent

strategies

because

ofthe

adoption

ofAItools/capabilities?

14Figure4:Talentstrategyadjustmentsdueto

AI(percent)KeyfindingsN=3,235WithsovereignAItakinghold,

wheretechnology

is

built

mattersas

muchas

whatit

can

doSovereignAI

iswhen

a

country—andthecompanies