2026企业人工智能(AI)应用调查报告

Aladoptionin theenterprise How to overcome adoption hurdlesreduce risk, and turn Al ambitioninto enterprise impact Table of contents 3 Introduction 5 Voices of Al adopters 8 Key findings 10 Al at scale 14 Pressure at the top 15 The 1o challenges facing the C-suite 31 Activating Al in the enterprise 33 Traits of supportive technology partners 35 From ambition to impact The Al reckoning This is the second year we'vereleased our report on Al adoptionin the enterprise, setting out againto capture the raw, unfiltered realityof what's actually happening insidethese organizations. On one hand, you can feel the ambition.There's an entire cohort of Al-nativeleadersandemployeeswhoarecompounding their advantage in realtime. They're working faster, moreindependently,and more creativelythan we could have imagined a year ago When we looked at the data last yearthe defining theme was tension.Budgets were climbing and pilotswere multiplying, but the reality onthe ground was messy. Ownershipwas murky, IT and the C-suite werelocked in a constant tug-of-war, andfrustration grew as that massiveinvestments hit a wall. But all of that enthusiasm - all of thatincredible potential - is runningheadlong into chaos. Agentic Al isexposing a deep structural gap thatmost enterprises just aren't prepared forAnd it's showing up in the misalignedincentives, siloed teams, and outdatedoperating models that are reaching abreaking point. Only 12 months later, that tension hasevolved into something much moreconsequential.It's now cultural,organizational, and deeply structural. I see this tension up close every dayThe leaders I talk to recognize thesystem around them has to evolve, butthe "how" is keeping them up at night.How do you redesign a billion-dollarcompany around technology thattransforms every 90 days? How do youskill your workforce when you can'tclearly define what their roles are goingto look like in two years? How do yougive your people a career path when thepath itself is being rewritten in real-time? The shift toward agentic Al has movedat a pace that's hard to overstate.Al isn't rolling out at the edgesanymore.Instead,organizations areembeddingagents directly intotheirmission-critical workflows,where theymake autonomous decisions andfundamentally change how workgets done. As the old model breaks downsomething fundamentally more humanis emerging. I've sat in enough roomswith the pioneers who are leaning intothese hard questions - the ones whoaren't afraid to reimagine the old way ofdoing things - to know what happenswhen leaders have the courage torebuild. We've watched GTM teamscollapse campaigncyclesfrom monthsto weeks and marketing teams buildcompetitive engines their rivals simplycan't replicate because the advantage isnow woven into how they operate. This choice - how leaders approachthis workforce transformation - willbe the defining challenge ofour careers. And this is where I am absolutelyelectrified. Al is finally forcing a reckoningIt's giving us permission to have theconversations we've been avoidingfor decades about the layers ofcomplexity and"busy work"wejust accepted as the cost ofdoing business. After five years working hand-in-handwith the Global 2000, weknow the onlyway through this is to clear thewhiteboard. The organizations who useAl as a catalyst to radically rebuild aregoing to find something much morepowerful on the other side. May HabibMay HabibCEO & Co-Founder WRITER Voices of Al adopters The C-suite audience includedexecutives such as CEOs, CFOsCMOs, and CIOs. The employeeaudience consisted of individualcontributors as well as managers andteam leads. Employees were requiredto be working in the finance, HR,legal, marketing, sales, or customersupport functions at their organization- providing a unique lens into Aladoption among non-technicalknowledge workers. Last year, WRITER partnered withresearch firm Workplace Intelligenceto survey employees and C-suiteleaders about barriers to enterprise Aladoption. This year, the partnershipcontinued with an expanded study of2,400 knowledge workers across theUS, the UK & Ireland, Benelux, France,and Germany. The sample included1,200 C-suite executives and 1,200employees. All employees were required to beactively using generative Al tools atwork, and executives were required tobe working at a company that permitsthe use of Al. By focusing on thosewho have already adopted thesetools, we gained deeper insight intothe real-world behaviors, perceptions,and priorities shaping Altransformation in the workplace. The companies involved in the surveyspanned nearly 30 industries, offeringa broad perspective on the state of Aladoption. Findings are based on asurvey conducted in December 2025and January 2026. WHO WE SURVEYED Age / generation (employees only) WHO WE SURVEYED Number of Al vendors (c-suite only) Department / Function (employees only) Key findings Al at scale Respondents are leveraging Al across a wide range of use cases