2025年人工智能、数据与分析高管人工智能报告

Contents Methodology Market context Leadership and compensation structuresaround AI are evolving unevenly. Manycompanies have rebranded existingexecutive roles to include AI oversight,which blurs the definition of true AIleadership and pushes compensationbenchmarks upward faster than roleclarity or technical scope. At theworkforce level, demand is shiftingtoward change management andcloud engineering, while once-critical Across industries, organizations areracing to integrate artificial intelligence(AI) into their operations, but few woulddescribe themselves as experts. Nearlyevery company is experimenting,often through multiple pilot programsor proofs of concept (POC), yet moststill consider themselves in earlyimplementation phases. The prevailing Governance models are evolving.Most organizations manage AI throughcentralized or hybrid structures wherea central body defines guardrails,though regional differences persist.US companies tend to favor hybridmodels, while European organizationslean more toward business-unit-ledapproaches, reflecting their more Demographics Location Survey respondents were locatedalmost evenly across the United Statesand Europe. Only a small fraction Current role Forty percent of respondents aresenior data and analytics leaders attheir firms. Three-quarters are two Work setting More than two-thirds of respondentswork from a corporate office locationat least once per week, yet only Slightly less than half of respondentswork for companies with annual The technology and services sectoris the most represented, accountingfor 37% of respondents. About AI observations organizations have added new AIleadership roles while reducingheadcount in automatable jobs,creating a polarized talent landscapemarked by strategic investmentat the top and efficiency-driven Overall, the landscape reflects strongmomentum and broad participation,alongside continued uncertaintyas organizations test, learn, andrefine how AI can be scaled for AI adoption is now widespread,with nearly all organizations activelyengaged, but most remaining in anexploratory phase. While governancestructures are often in place, ownershipmodels and execution approaches This experimentation is alreadyreshaping the workforce. Organizationsare investing heavily in upskilling The vast majority of respondents’companies (95%) have establishedan AI governance policy, yet theirapproaches differ significantly.Organizations are split among fully Responsibility for AI strategy has alsoshifted since 2023: it is now mostcommonly led by chief information,technology, or digital officers, rather AI is reshaping talent processes as well.The most widespread impact, at boththe functional and organizational levels,has been the upskilling or reskilling ofemployees in AI-related skills. At thesame time, AI is influencing workforcestructure: 45% of organizations have US companies show stronger interestthan their European counterpartsin areas like vector databases andembeddings; machine learningoperations and large languagemodel operations; responsible AI, innovation-driven mindset in the UnitedStates versus a more conservativestance in Europe. Employees withstrategic skills are easier to find thanthose with research and technical Across organizations, the most in-demand AI capability is expertise inagentic-AI frameworks. Other skills, suchas management-related competencies and prompt engineering, are considered Despite these variations in skillpriorities, respondents across regionsreport similar levels of readiness tooperationalize AI capabilities. Currently,the capabilities most likely to befully implemented relate to security,compliance, and infrastructure, but Even so, momentum aroundexperimentation and linking tobusiness results is strong. Eight in tenrespondents say their organizationshave launched at least one agentic AIPOC in the past year, and 68% of thosemeasure success primarily by businessimpact. US organizations are more likelythan European ones to evaluate success n=192. “Select all that apply.” About the author FrontierTechPractice The right leadership for every frontier Innovation is accelerating—AI, cybersecurity, health tech, cryptocurrencies,defense tech, climate tech, and many others represent vast frontiers ofopportunity and challenge for businesses, investors, governments, andconsumers. Early-stage investments are fueling rapid growth to a maturitylevel warranting private equity funding. These rapid, large-scale changes arecreating an urgent need for adaptable leadership who can grow quickly in an Heidrick & Struggles has long operated at the frontier of technology, leveragingour expertise, experience, and commitment to the evolving gamut of sectorsand thematics, born out of disruption and opportunity identification at theintersection of industry and technology. Like our clients, we work to identify Jason SchmuckerWashington DCjschmucker@heidrick.com Josh ClarkeBostonjclarke@heidrick.com