2025年商业领袖研究报告-在人工智能时代期望与现实

Contents About the research Foreword from our CEO Key findings 1.Leaders must align tech and talent to tackleseismic AI shifts2.Companies place unfair AI expectationson workers3.Future-ready organisations flex in the face ofAI disruption4.Investing in data can break the skills gridlockand power tech-enabled talent strategies Recommendations for leaders Appendix About the research The Adecco Group’s Business Leaders researchinvestigates the changing world of work from theexecutive perspective. This edition focuses on the The Adecco Group surveyed: with responsibility for nearly Fieldwork was conducted from November 2024 to January2025 in local languages, covering 2,000 C-suite executives The data is representative with a confidence interval level of 95%,and quotas were set to ensure a national representative sample Meet our respondents Authenticated C-suite respondents, with influenceon enterprise-wide decision-making and full Chief Executive Officers, 25% Chief Human Resources Officers,25% Chief Technology Officers, 13% Chief Operating Officers, of organisations surveyed have an annual revenue of less than$500 million. 31% have more than $5 billion, 17% more than $1billion to $5 billion and 15% between $500 million and $1 billion. Nationally representative across age and gender Industries: of organisations surveyed have more than 5,000 employees Aerospace and defence(350)Automotive and Transport, Logistics,Mobility and Manufacturing(350)Healthcare, Life Sciences and Pharma(350) of leaders surveyed are male of leaders surveyed are between 28-54 years’ old Foreword from our CEO Business leaders are witnessinga seismic shift in the workforcelandscape, and most organisationsrecognise that they urgently needto adapt to keep pace with A small group of human-centric"future-ready organisations" ischarging ahead. This group alignsstrategy with workforce The Adecco Group’sLeading inthe age of AIreport capturesC-suite leaders' perspectives on Too often, organisations focusprimarily on technology whileneglecting the essentialtransformation of their workforce.Employers have a responsibilityto prepare workers for an AI- To build a sustainable future,businesses must act decisively.AI can enhance agility, but truesuccess will come from keepinghumans at the heart of work. In the One critical challenge isovercoming the “skills gridlock”.Indecision, a lack of investmentin leadership readiness and Denis MachuelCEO, the Adecco Group Key findings Leaders must align tech and talent totackle seismic AI shifts Companies place unfair AI expectations Technology megatrends will dominate over the next fiveyears as leaders seek to build an adaptable workforce that'scomplemented by AI. Existing talent approaches are not fit Organisations expect workers to proactively learn AI skills,but they're not giving them guidance on the technology.The ones that have a responsible AI framework are taking By 2030, the three most influentialmegatrends are expected to be digitaltransformation, generative AI (GenAI) and of leaders say they expect employees toupdate their skills, roles and responsibilities Leaders rank “workforce strategies thatcannot keep up with the pace ofdisruption” as the number one talent risk don’t have a policy on AI and leave it toemployees to decide how to use the of organisations that have a responsibleAI framework are upskilling their workers inAI, compared with just 51% of organisations of CEOs say that their leadership teamstruggles to align around strategies and Key findings Investing in data can break the skills gridlock Future-ready organisations flex in the A new group of adaptable organisations is emerging.These businesses are human-centric, and they're buildingAI capabilities, facilitating internal opportunities, developing Organisations are failing to build the skills they need toaccelerate digital transformation. And once again they saythat the pace of change is a key barrier. Developing strong Technology and digital skills scarcity isthe biggest barrier to accelerating digitaltransformation in 2025; in 2024, the biggest of organisations qualify as future-ready of these future-ready organisations areshifting from a jobs-based approach to Only a third of organisations are investingin data insights to better understand and of future-ready organisations are implementingtechnical solutions and improving data insightsfor workforce planning, compared with 61% of of these organisations say that theirleadership team's use of AI is enhancing 1.Leaders mustalign tech and talentto tackle seismic Summary Technology will be the top influence over the next fiveyears according to leaders, but workers disagree Leaders say digitisation, GenAI and AI are the megatrends most likely to be influencing businesses by 2030, and the influence ofautomation, business uncertainty and skills scarcity will fall. This perspective minimises critical talent challenges such as skills scarcityan