驾驭人工智能价值：解锁规模化竞争优势

Unlocking scalable advantage Table of contents 01 Who shouldread this report Business leaders across functions includingcorporate strategy, finance and risk, humanresources, marketing and sales, IT, sustainability,innovation/R&D, product design/development,sourcing, manufacturing/operations, and supplychain will find the report useful. It draws on thecomprehensive analysis of the findings from asurvey of 1,100 leaders (director level and above)at organizations with annual revenue above This report offers critical insights for businessand technology leaders into the transformativepotential of traditional AI, generative AI (Gen AI),and Agentic AI. This applies to large organizationsacross sectors and industries includingautomotive, consumer products, retail, financialservices, telecom, energy and utilities, aerospaceand defense, high-tech, industrial manufacturing,pharma and healthcare, and the public sector/ Executivesummary AI is in transition. The technology is moving from isolated pilots tosweeping, mainstream adoption at an unprecedented pace. Organizationsare unlocking remarkable benefits, from accelerated innovation totransformative productivity gains. But this breakneck expansion also brings This report encompasses the integration of technologies, includingtraditional AI, generative AI (Gen AI), and Agentic AI. Additionally, it analyzesthe implications for talent management and governance and suggests Gen AI adoption is nowmainstream A new collaborativehuman-AI model Investments in Gen AIare accelerating The rise of AI agents Gen AI adoption has surged from 6%in 2023 to 30% in 2025 -a fivefoldincrease in two years, with93%of organizations across sectors nowexploring, piloting, or partially/fullyenabling Gen AI capabilities. In telecom,for example, partially or fully scaledimplementation increased to 49% in2025, more than doubling from 2024.Customer operations, marketing, riskmanagement, and IT remain the leading AI is evolvingfrom a tool into a teammember. Our research highlightsthat nearly 6 in 10 organizations arelooking at AI as either an augmenting/autonomous team member or asupervisor for other AI, with a viewto implementation in the next 12months – up from 44% currently. Butorganizations are underprepared forsuch a collaboration. Organizations Already,14% of organizations haveimplemented AI agents at partial(12%) or full scale (2%), and nearlyone-quarter (23%) have launched pilots.Most (85%) executives are optimisticabout AI agents progressing to handleone or more business processes intheir functions over the next 3-5 years.Of the organizations already scalingAI agents, nearly 45% are piloting or Nine in ten (88%) organizations arereportingan average 9% increase in Gen AI investments over the past12 months. Most (61%) executivesexpect this trend to continue over thenext year. However, cost concerns,including ‘bill shocks,’ remain prevalent.Organizations are also increasingly Generating value with AI: Trust around AI remainsan ominous concern AI’s growingenvironmental footprint –Redesign processes to deploy AI effectively–Develop a framework to identify the right blend of AI technology for theirbusiness and industry needs Organizations recognize thatGen AIhas a worryingly large and growingcarbon footprint. But the lack oftransparency from hyperscalersand Gen AI model providers aroundthe energy and carbon footprint offoundational models poses a significantchallenge to measurement. Currently,only one in five organizations measures A majority (71%) of organizations statethey cannot fully trust autonomousAI agents for enterprise use. Lackof adequate AI governance is asignificant factor in thislimited levelof trust. Most organizations stillstruggle to set adequate guardrailsand governance for AI. Only 46% haveestablished governance policies for •Reinforce trust with strong AI governance:–Ensure AI operates within a defined scope of execution and actions remaintraceable and explainable to earn trust •Design interactions between humans and AI to reinforce approaches toworkflows, decision-making, and culture: –Rethink workforce planning, roles, and career paths–Prioritize skill development and cultural transformation Gen AI goesmainstream03 7% Across our totalsurvey sample of 1,100organizations, only 7% areyet to begin exploring Gen AI Adoption soared from 2023 to 2024, now scaling demands perfect alignment across tech, data, and culture. More than 4 in 10 telecom, consumer products, and aerospace anddefense organizations have implemented Gen AI across Telstra Australian telecom organizationTelstrarolled out a Gen AItool, Ask Telstra, to help its human agents find answers tocustomer queries and summarize customers’ recent historiesin seconds. Eight in ten agents said it positively impactedcustomer interactions and 90% said they were more Baskin Robbins In Korea, Baskin Robbinslaunched an ice-cream flavorusing ingredients recommended by Google’s Gemini LLM,which suggeste