美国计算机协会CompTIA2026企业AI采纳研究报告

compTIA.

CorporateAIAdoption

ResearchReport

August2026

Summary

Oneofthegreatchallengesintechnologythiscenturyhas

beenbridgingthegapbetweenconsumertoolsandcorporatesystems.Wheretheconsumersidewasonceatrickle-downeffectfromtechnologydevelopedforbusinesseswhocouldaffordthecuttingedge,itisnowoftentheplacewhere

innovationfirstappears.Thechallenge,then,isaddingthelayersofsecurity,reliability,andfunctionalityneededbythecorporatemarket.

Aliscaughtdirectlyinthisdilemmatoday.ThespeculationaroundAI'simpactonbusinesshasbeenlargelydrivenby

usagepatternsandcoststructuresattheindividuallevel,and

scalingallthewaytoenterpriselevelsisprovingmanyofthoseassumptionstobefaultyatbest.EventhoughgenerativeAlhasbeenonthemarketfornearlyfouryears,corporateadoptionisstillinveryearlystages.Evenatthispoint,cracksinthe

strategyarebeginningtoappear—suchasthegapbetweenexecutiveexpectationandimplementationcapability,orthe

willingnesstoinvestversusthereadinesstobuildpolicyaround

suchadisruptivetrend.

CompTIA'sCorporateAlAdoptionstudyexaminesthestateof

Alstrategies,asbusinessesareseekingabalancebetween

individualemployeeenablementandfullyintegratedworkflows.TheresearchuncoversthewayAlisfittingintooverall

technologystrategy,thechallengesthatneedtobeovercome,andthekeyfactorsthatwillleadtofuturesuccess.

Copyright◎2026CompTIA,Inc.|CompTIACorporateAlAdoption

CompTIA

Copyright◎2026CompTIA,Inc.|CompTIACorporateAlAdoption

KeyTakeaways

EarlyAladoptionhighlightsthecriticalconnectionbetweentechnologyandbusiness

59%WorkingtointegrateAlintotheiroveralltechnologystack

67%ViewtechnologyteamsastheprimaryownersofAlexecution

79%PlantoincreaseAlinvestmentinthenext12months

Buildingmomentumrequiresovercomingbehavioralandtechnicalhurdles

56%SeetheworkforceascautiousorreluctantregardingAl

#1Rankoffindinghuman/Albalanceasanadoptionchallenge

57%PlantobuildnewtrainingprogramsaddressingthefullrangeofskillsincludingAl

Futuresuccesshingesondata,policy,andtechoperations

78%Seeroomforimprovementinuseofdata

66%RateresponsibleAlusageasveryimportantwhencreatingAlpolicy

93%ExpecttechnologyteamstoplayasteadyorgrowingroleasAlisadopted

Copyright◎2026CompTIA,Inc.|CompTIACorporateAlAdoption

1EarlyAladoptionhighlightsthecriticalconnectionbetweentechnologyandbusiness

·Aladoptionhasthreemodes:employeeenablement,techstackintegration,andapplicationdevelopment

·ThetechnologyteamisoftenseenasthedriverforAl

adoption,thoughthisislikelyduetotheirroleasthegroupresponsibleforexecution

·Nearly8in10companiesexpectincreasesinAl

investment,focusedontraining,cybersecurity,anddata

ThefirststepinunderstandingthecurrentstateofAladoptionistorecognizethatAldoesnotexistinavacuum.Instead,Alispartofanorganization'soveralltechnologyarchitecture,and

theapproachtoAlwilllargelybedictatedbytheapproachtotechnologyandthedrivefordigitaltransformation.

19%

25%Steadyl

slowdown

Approachto

technology

Aggressive

56%

Measure

progress

n=1,027

Degreeofdigital

transformation

Veryhigh

22%

35%

Some-Whathigh

43%

Average/low

Acompany'sapproachtotechnologycapturesorganizationalattitudesaroundsettingbudgets,evaluatingnewtrends,anddevelopingtheappropriateskills.Thedegreeofdigital

transformationactsasasignalforthecurrentstateof

architectureandtheprevioustrendsthathavebeen

incorporated.BasedonpreviousCompTIAresearch,therehasnotbeenasignificantshiftintechnologyapproach,norare

companiesoperatingwithahighlystablefoundationforbuildingAlcapability.

Asexpected,thosecompaniestakinganaggressiveapproachtotechnologyarethefurthestaheadwithdigital

transformation--58%offirmswithanaggressiveapproach

claimaveryhighdegreeoftransformation,comparedto16%offirmsmakingmeasuredprogressand10%offirmstakingasteadyapproachoraslowdown.

ThereisasimilarbreakdownwhenitcomestoAladoption,butnotforeverymodeofadoption.IntegratingAlintoanoverall

56%59%41%

EmployeeTechstackApplication

enablementintegrationdevelopmentt

n=1,027

Copyright◎2026CompTIA,Inc.|CompTIACorporateAlAdoption

technologystackorbuildinginternalapplicationswithAlbothoccurmorefrequentlyamongcompanieswithanaggressive

approach,butemployeeenablementforchattoolsisrelativelyconstantacrossalltechnologyapproaches.Thisdistinction

highlightsthedifferentprioritiesandassumptionsaroundease

ofimplementationthatmaybegettingappliedtothecatch-alltermof“Aladoption.”

TounderstandexactlywhatismeantbyAladoption,itis

importanttounderstandthedistinctionsbetweenthegroups

drivingadoptionversusthoseexecutingthedetails.Whilethe

majorityofthesampleseestechnologyteamsdrivingadoption,

thisisdrivenbyviewsofthoseclosetodailydetailsinITandbusinessfunctions.Morethan6in10respondentsinexecutive

rolesviewtheexecutiveteamasadriverofAladoption.Executives,focusedonoverallobjectives,maybepushingforAladoptioninageneralsense-e.g.,toensurethatthe

companyistakingadvantageofthetechnologyandnotgetting

leftbehind-ratherthandrivingadoptioninatechnicalsense.

Thereisconsensus,though,aroundthetechnologyteambeingresponsibleforexecution,andsincethisisthepointwhereimplementationdetailsarecommunicatedtotheworkforce,thatmaydrivetheviewthattechnologydepartmentsare

actuallythedriversofadoption.Thenuancehereisimportant.ThepurposeofAladoptionisnotsimplytobeonthecuttingedgeoftechnology;itistomakethebusinessmoreproductiveandefficient.Makingthisconnectionhasbecomeamore

importantpartofstrategicIT,andthetaskiscomplicated

GroupsdrivingAladoption

TechnologydepartmentsOperationsdepartmentsExecutives

Marketingdepartments SalesdepartmentsFinancedepartmentsProductdevelopment

Boardofdirectors19%n=1,027

65%

46%

35%

32%

32%

0%

29%

GroupsresponsibleforAlexecution

TechnologydepartmentsOperationsdepartments ProductdevelopmentMarketingdepartmentsFinancedepartments

Salesdepartmentsn=1,027

6%52%

31%

30%

26%

24%

Copyright◎2026CompTIA,Inc.|CompTIACorporateAlAdoption

furtherwhenattemptingtoincorporateaconsumer-basedindividualtoolsecurelyintoanorganizationatscale.

TwoprimarythemesemergewhenevaluatingthebenefitscompaniesexpecttorealizewithAI.First,theexpectations

aroundwhatAlwilldeliverarebuiltonanassumptionofstrong

institutionalorjobrole-relatedknowledge.Byarelativelywidemargin,thetopexpectedbenefitisthespeedofcompleting

worktasks.Onitsownthough,thissaysnothingaboutthe

validityofthosetasks.Alongthesameline,improvedqualityofoutputranksthirdonthelist,butthisimplieseitherthatAl

traininghasahighdegreeofaccuracyorthattheindividualsusingAlareabletodiscernbetweenhighandlowquality.

Thesecondinsightfromexpectedbenefitsisthatexecutives

ExpectedinternalbenefitsofAl

consistentlytakeamorepositiveviewofwhatAlcan

accomplishcomparedtoeitherthoseindividualsinabusinessroleorthoseinanITrole.ThisisespeciallytrueregardingAl'sabilitytoextendbeyondestablishedworkflow,suchas

creativeideas,thedevelopmentofnewskills,orthepromiseofreachingnewcustomers.Theviewpointsattheexecutive

level—whichfactorsignificantlyintomedianarrativesaroundAl'spossibilities—aretemperedbythosedoingthemostwork

withthetoolstoenhanceexistingprocesses.

Takentogether,theseexpectationspaintafamiliarpicture,

whereemergingtechnologyhasimpressivecapabilitiesin

theorybutoftenstrugglestoreachfullpotentialatscale.ForAltoextendbeyondtransformativecapabilityatanindividual

level,therewillneedtobecorporatedecisionsandtacticsaroundcybersecurity,policy,workflow,andtraining.

ExpectedexternalbenefitsofAl

Executive

Business

IT

63%

60%

56%

57%

52%

53%

56%

48%

51%

53%

50%

45%

51%

49%

45%

55%

39%

42%

50%

40%

36%

Speedofcompletingtasks ReducingerrorsQualityofoutput

Automatingworkflow

Dataanalysis

CreativityLearningnewskills

CustomerexperienceAcceleratinginnovationReachingnewcustomersCreatingproduct/service

Differentiation

Executive

Business

IT

67%

68%

63%

60%

53%

52%

58%

49%

49%

54%

40%

44%

53%

40%

38%

n=984individualswithAladoptionattheircompany

n=984individualswithAladoptionattheircompany

Copyright◎2026CompTIA,Inc.|CompTIACorporateAlAdoption

Anotherfamiliarpartofemergingtechnologyisearly

enthusiasmaroundinvestment.Alisnoexceptiontothistrend,withnearly8in10businessesexpectingtoincreasetheirAlinvestmentinthenext12months.Asexpected,those

companiestakinganaggressiveapproachtotechnologyarealsotakinganaggressiveapproachtoinvestment,buttherearestillasignificantnumberofcompanieswithamore

moderatetechnologyapproachplanningtoincreaseinvestments.

Theareaswhereincreasedspendingisexpectedactasa

signalforbothorganizationalprioritiesandfutureskilldemands.Untilrecently,employeeenablementhasbeenthe

primarymodeofAladoption,withtrainingfocusedonbasicconceptsandbestpracticesininteraction.Nowthat

companies'focusisshiftingtointegrationwithinthetechstackandworkflow,trainingisbeginningtoexploredeeperneeds

aroundAlfluency,andotherdisciplinesarecomingintothe

picture.

TheintersectionofAlandcybersecurityhasbeenoneofthe

mostrelevantaspectsofAladoption,asAlacceleratesboth

thecapabilitiesofsecurityoperationsandthescaleofthreatvectors.Organizationsnotonlyneedtobuildskillsamongtheircybersecurityspecialists,butalsoneedtoconsiderthe

companiesareexpectingagrowingnumberoftheirnon-

technicaljobrolestobeconversantwithsomeformofdataanalysis.Ofcourse,thereisalsoagrowingcadreofdata

specialistswhomanagedata,performadvancedanalytics,and

provideanabstractedstructureenablingbroadworkforcedata

access.

Alinvestmentplansbytechnologyapproach

79%Expectedareasof

investmentinclude:

Netplanning·Training(48%)

increasedinvestment·Cybersecurity(48%)

·Dataanalysis(45%)

·ITarchitecture(45%)

64%

60%

46%

25%

22%20%

·Newsoftware(39%)

·Newhiring(32%)

·Policy(27%)

29%

2%2%5%

impactsforcybersecurityawarenessacrosstheworkforce.

Theanticipatedinvestmentindataanalysisislikelytodrivefurtherworkforcedevelopmenteffortsaswell,sincemany

SignificantModerateNochangeDecrease

increaseincrease

■Aggressive■MeasuredSteady/Slown=1,027

Copyright◎2026CompTIA,Inc.|CompTIACorporateAlAdoption

Theintensefocusoncybersecurityanddatahasdiminished

theconversationaroundITarchitecture,butthereareclearly

majorchangestakingplaceasbusinessesevaluateoptionsfor

models,datastorage,andendpointdevices.AsthecostsofAl

rise,therewillbeareturntothepublic/private/hybriddebatethatalsodefinedcloudadoption.

Finally,itisworthpointingoutthelowexpectationsaround

investmentinAlpolicy.Policy,whetherdefinedasinternal

operationalmodelsorexternalcompliancetoregulations,has

becomethelatestaspectoftechnologyadoptiontobe

undervalued.ThedisruptivepotentialofAlisnotjustaproblemfortheITteamtosolve;theentirebusinessmustgetaligned

aroundnewworkflows,besthuman/toolbalances,and

adherencetotechnicalregulations.ClearAlpoliciesshouldbepartofthatprocess,butasthesefindingsindicate,most

companiesarenotprioritizingAlpolicydevelopmentintheirinvestmentplanning.

Copyright◎2026CompTIA,Inc.|CompTIACorporateAlAdoption

Buildingmomentumrequiresovercomingbehavioralandtechnicalhurdles

·Changingemployeebehaviorislikelyagreaterchallengethansolvingtechnicalissues

·Skillgapsareakeyelementofadoptionchallenges,

rangingfromAlfundamentalstoimplementationskillsandalsoincludinggapsinexistingcoredomains.

·Adoptionandskill-buildinggohandinhand,with

enterpriseadoptiondrivingspecificskillsthatshouldbeaddressedinholistictrainingprograms

Technologyadoptiontendstofocusonthetechnical

challenges.Whatisthecost/benefitanalysis?Howwillthe

technologybeintegratedwithexistingsystems?Whatisthe

rolloutandsupportplanforendusers?Thesequestionsareall

valid,butemployeebehaviorisoftentheprimaryhurdletoclear.ThatiscertainlytrueinthecaseofAI.

Forsmallertechnologyimplementations,acompanymay

choosetodeprecateanoldsystemtoforcenewbehavioror

acceptalongertransitioncurve.ForsomethingasprominentasAl,thelistofconsiderationsbecomesmorecomplicated.TheAmericansandAI2026studyfromthePewResearch

Centerfoundthat40%ofU.S.adultsbelieveAlwillhavea

negativeimpactonsociety,comparedtoonly16%expectinga

positiveimpact(theremainderexpectedaneutralimpactorwereunsure).Employersseethissentimentreflectedintheirworkforce:only43%ofCompTIA'ssamplebelievestheir

workforceisenthusiasticaboutAladoption.

WorkforcemindsetaroundAl

Cautious

Enthusiastic

46%

43%

10%

Reluctant

Factorsdrivingcaution/reluctance

Fearofjobloss50%

Uncertainofbenefits42%

Lowconfidencebuildingskills39%

UnclearusecasesforAl37%

Unclearstartingpointforskills5%

Jobrolesdonotinvolvetech2%n=1,027

Copyright◎2026CompTIA,Inc.|CompTIACorporateAlAdoption

SpeculationaboutjoblossesisthetopfactordrivinglowerChallengesinAIAdoption

sentimentinCompTIA'sstudy,andthatisunlikelytobea

factorthatcompaniestakeondirectly.Theotherfactors,

though,aremoreaddressable.Totheextentemployeesare

notconcernedaboutjobloss,theymaybeconfidentintheir

currentperformanceandnotseethebenefitofusingAl,

especiallyifearlyusewasunevenandfraughtwith

hallucinations.Eveniftheyarewillingtobuildskillsinusing

tools,theymaybeunsurewheretostartwithsuchacomplex

topic,ortheymaynotbeconfidenttheyareadequatelybuildingtherightskills.

WhileAlskillsarecurrentlytopofmindforexecutives,ITleaders,andHRprofessionals,theyarepartofalargerskilldevelopmentquandarywithrootsintheshifttowardskill-

basedtalentmanagement.CompTIA'sWorkforceandLearning

Trends2026studyfoundthatcompaniesarestrugglingwith

definingtheexactmethodologyforaskill-basedapproach,includingstrongdevelopmentprogramstiedtodesired

outcomes.Buildingskilltaxonomiesanddevelopment

programswillgiveemployeestheroadmapneededforcareergrowththroughbuildingskills,includingAlskills.

Findinghuman/AlbalanceCybersecurityconcernsCostofnewapplications

CostofinfrastructureAlCreationofAlpolicy

InsufficientskillusingAlIdentifyingclearusecases

Insufficientcoredomainskill

Difficultyinchangingbehavior

Buildingappropriatedatasets

InsufficientintegrationskillInabilitytomeasureROI

n=1,027

careeroutlookinvolvingcollaborationEvenatanorganizationallevel,clarity

30%

30%

26%

5%

24%

4%

%

23%

23%

1%

withAI.

aroundusecasesstands

Thelistofchallengesthatcompanieshavealreadyfacedor

expecttofacewithAladoptionhighlightsanemphasison

technicalissuesbutalsoshowstheimportanceofbehavioral

change.FindingthebalancebetweenhumaneffortandAl

capabilitymaybeviewedasdefiningtechnicalpiecesofa

workflowwithassociatedhandoffs,butquicklyunderstanding

thebasicsofthisscenariowillhelpemployeesseealong-term

outasachallenge.Thisismore,though,thanidentifyingusecasesforeachindividual.Forabusiness,theusecase

questionisoneofscale,offindingthebestplaceswhereAlfitsintooperations.Translatingindividualeffortsintoresultsat

scaleistheentirepurposeofabusiness,andsolvingAlforthe

firstpartisadifferentpropositionthansolvingAlforthesecond.

ImportanceofAlskilldomains

Skillsfeatureinseveraldifferentchallengesthatcompaniesarefacing,whetherthatisskillinusingavailableAlsystems,skillinmakingthosesystemsavailable,orskillincorefunctions

beforeevenapplyingAl.LookingspecificallyattheimportanceofvariousAl-relatedskilldomains,somepatternsemergethatshouldinformanyskilldevelopmentstrategy.

First,thelargestgapbetweenexecutiveviewpointsand

generalworkforceviewpointsisintheimportanceofAl

fundamentals.Inparticular,individualsinabusinessroleplace

ahighdegreeofimportanceonunderstandingthebasics.Basedonmediacoverageormarketsentiment,executivesmayassumethispiecehasbeensolved,focusingmoreon

advancedtopicssuchasdataanalysisoragentcreation.

Thereisasimilarpatternintheuseofdata,whereexecutivesarefocusedonhigher-orderanalysisratherthanthe

managementandpreparationofdatathatenablesthatanalysis

alongwithgeneralAloperation.Thecommonthreadis

ensuringthatthefoundationissolidbeforeattemptingtobuild.

Ontheotherhand,itisinterestingtonotethatexecutives

placeahigherdegreeofimportanceonusingAltoextendcore

skillscomparedtoITorbusinessprofessionals.Theremaystill

besomedisagreementaroundthecurrentstrengthofthose

coreskills,butthisisanothersignalthatexecutivesarenot

pursuing“AlforthesakeofAI.”Itmustbeconnectedtothe

largerpicture,whetherthatisorganizationalobjectivesorskill

stacks.

BasicAlconcepts

UsingAlindataanalysis

PreparingdataforAl

Automatingprocesses

Buildinginput/promptsforAl

CreatingAlagents

SecuringAlsystems

Awarenessofnewthreats

Extendingcorejobfunctions

41%

51%

41%

39%

48%

41%

40%

36%

38%

38%

42%

38%

35%

42%

37%

33%

36%

31%

35%

46%

33%

34%

38%

39%

42%

36%

33%

■ITfunction■Businessfunction

n=514individualsidentifyingskillsasachallengeExecutive

CompTIA

Copyright©2026CompTIA,Inc.|CompTIACorporateAIAdoption

Copyright◎2026CompTIA,Inc.|CompTIACorporateAlAdoption

Fromajobroleperspective,thereisaclearemphasison

technologyoccupations.Thisislargelydrivenbythedualneedinthesepositions,forbothday-to-dayandimplementation

skills.Thegeneralcategoryofoperationsalsorankshigh,butmoregranularoperationalfunctionssuchasfinanceandlegalranklow.ThispointstoanothergapbetweenAlintheoryandAlinpractice:Alisoftenpresentedasasolutiontogeneral

setsofproblems,butthedevilisinthedetails.

JobrolesinneedofAltraining

Cybersecurity38%

Operations38%

Datamanagement38%

Techsupport37%

ITinfrastructure37%

Customersupport34%

Softwaredevelopment31%

Projectmanagement26%

Sales25%

Marketing25%

Finance23%

Legal13%

n=1,027

ApproachesbeingconsideredtoaddressAlskills

57%

50%48%

11%

Noactionatthistime

NewtrainingNewtrainingAdditionofAl

programsprogramsmodulesto

acrossallskillfocusedonAlexisting

typesskillsprograms

n=514individualsidentifyingskillsasachallenge

AmongcompaniesthatidentifyskillsasachallengeinAl

adoption,thevastmajorityareplanningtobuildsomeformoftraininginitiative.Inlinewiththeneedsofnewskill-based

approaches,newprogramsthattakeabroadviewacrossall

skilltypesarethemostcommonplan.Othercompaniesmaybesatisfiedwiththeirexistingtrainingprogramsandare

expectingtoeitherbuildAl-specificprogramsorincorporateAlmodulesintoongoinglearningtactics.

MuchhasbeenmadeaboutthepaceofAlinnovationandthedifficultyofadoptingamovingtarget.BusinessesshouldnotwaituntilAlisfullyproductized;norshouldtheyimmediatelymakeplansbasedonthecurrentform.Adoptionplans—andskill-buildingstrategies—shouldfocusonthepartsthatare

stabilizingnow,withflexibilitytoadaptinthefuture.

CompTIA

Copyright©2026CompTIA,Inc.|CompTIACorporateAIAdoption

Futuresuccesshingesondata,policy,andtechoperations

·ExistinggapsinoptimizingdatausagewillhinderAladoptionasdataisneededfortraining

·Organizationsmaybetakinganoptimisticviewof

capabilitytobuildAlpolicy,asmanybestpracticesarestillbeingdefined

·TechnologyteamsareexpectedtoplaysignificantrolesinAladoption,leadingeffortsinsecurity,training,and

support.

Challengesinimprovingdatapractices

Speedingupdataanalysis33%

Buildingdatamanagementskill32%

KnowledgeofAlrequirements32%

Newdataformats3

Dataisnotjustafieldwhereorganizationsexpecttobuild

workforcecapabilities.Itisalsoaprimaryingredientin

successfulAlimplementation.EvenpriortotheintroductionofgenerativeAl,companieswerepursuingmoreadvanceddata

analyticsandrealizingthattheyalsoneededtopursue

strongerdatamanagement.NowthatAltraininghasbeen

addedtothelistofadvanceddataobjectives,thepriorityof

dataoperationsisevenhigher.

Only22%ofcompaniesfeelthattheyareexactlywherethey

wanttobeintheuseoftheirdata,withfarmoreexecutivessharingthissentiment(43%)comparedtoITstaff(21%)or

businessstaff(16%).Thelargestorganizationsalsostrugglethemost(15%oforganizationswith10,000+employees).

Companiesfaceseveralchallengesinbuildingstrongdatapractices,rangingfromprocesscreationtoskillgapsto

technicalissues.Awell-definedprocess,backedby

Dealingwithdataregulations

BuildingdatapoliciesBuildingdataanalysisskillIntegratingdatafromsilos

LackofautomationBuildingnetworkarchitectureBuildingstoragearchitecture

29%

28%

28%

27%

4%

23%

1%

n=1,027

appropriatepolicies,willhelpspeedupdataanalysisanddrivecompliancewithregulations.Skillsindatamanagementenable

skillsindataanalyticsanddatasciencetobemoreeffective.

Andtheproperarchitectureswillprovidecomprehensive

accesstocorporatedatawhilelayingafoundationfor

Copyright◎2026CompTIA,Inc.|CompTIACorporateAlAdoption

automation.Alcanhelpsolvesomeoftheseissues,but

understandingexactlyhowtotrainAlisaprerequisitestep,andlayeringAlontopofpoorpracticeswillexacerbate

existingproblems.

ConsistentwithpreviousCompTIAresearch,thereisnoareawithindataoperationswhereamajorityofcompaniesfeeltheyarehighlycapable.Datasecurityanddataanalyticsrankhighlythankstorecentemphasis,buttheseremainlimitedbylow

levelsofcapabilityindatabaseadministration,datainfrastructure,anddatamining.

Levelsofcapabilityindatadomains

Withdata,companieshaveenoughexperiencetorecognizewheregapsexist.Withpolicy,alackofexperiencemaybe

leadingtoinflatedconfidence.Nearlyhalfofrespondents

(47%)feelthattheirorganizationisverycapableofbuildingAlpolicy.Again,thisisledbyexecutives(70%),withITstaff

(51%)andbusinessstaff(35%)trailingbehind.Surprisingly,

thereislittledifferentiationacrosscompanysize,with44%ofbothsmallbusinesses(fewerthan100employees)andmid-sizebusinesses(100-499employees)ratingtheircapabilityasveryhigh.

RelevanceofAlpolicyelements

Very

important

Not

important

66%

30%

4%

65%

31%

4%

65%

33%

4%

60%

35%

5%

64%

32%

5%

62%

34%

5%

61%

35%

4%

54%

41%

5%

48%

46%

7%

ResponsibleAl

Data/privacy RiskmanagementGovernance/ownershipDocumentation

Acceptableuse ModelsecurityAloutputvalidation

Modelmanagement

Datasecurity Dataanalytics DatabaseadminDatainfrastructureDatavisualizationDatagovernanceDataarchitectureDatamining

44%43%43%

40%

40%

39%

46%

41%

42%

42%

40%

43%

42%

41%

14%

14%

14%

17%

18%

18%

20%

31%43%25%

■Highlycapable■SomewhatcapableBasic/nocapabilityn=1,027

n=1,027

Copyright◎2026CompTIA,Inc.|CompTIACorporateAlAdoption

Giventhehighnumberofpolicytopicscitedasbeingvery

importantandgiventheinstabilityofAltechnologyand

corporateadoptionatthispoint,itishighlyunlikelythatsomanycompaniesaretrulypreparedtobuildeffectivepolicies,

especiallythosewithlimitedresourcestounderstandthedeep

implicationsorthechangingregulatoryspace.Somepolicy

elements—suchasdatagovernanceorriskmanagement—may

beextensionsofexistingpolicies(assumingthosepolicies

exist).Otherelements—suchasdefiningresponsibleAlusage,

buildingappropriatedocumentationforAI'sroleinprocesses,andvalidationofAloutput—areuniquetoAlandwillrequireabroaderunderstandingofbestpractices.

Anotherfactorthatwillimpactpolicycreationistherisingcost

ofAI.Organizationsarequicklyfindingthatunlimitedaccessfortheworkforceisnotfeasible,sotheyarebeginningto

exploretherightmixofaccesstotoolsbasedonjobrole.Atthesametime,awiderangeofcurrentworkflowtoolsare

startingtoembedAlfunctionality,allowingworkerstostayinflowratherthanbringworkbackandforthbetweenexisting

toolsandchatbots.Technologyteamsarejustbeginningto

craftAl-basedsystemarchitecturesthatenablecost-effectiveextensionsofcurrentprocesses.

Thosetechnologyteamshavebeenunderagreatdealof

scrutinyduringthismostrecentiterationofAl,asstrong

debatehasrisenaroundtherelevanceandfunctionofmany

technologyroles.Thatdebatehassomemerit,especiallyasAlistransformingawiderangeofrolesacrosstheeconomy,but

Futureroleoftechnologyteam

Criticalfor

Similarto

45%support/strategy

asdepartmentsimplementAl

7%

93%

steadyor

growing

role

properAladoption

current

48%

Likelytodecrease

inimportance

Areaswheretech