2025年生成式AI创新报告：弥合高管团队与创新团队之间的鸿沟（英）

Bridging the gap between theC-suite and the V-suite When ChatGPT launched on 30 November2022, generative AI exploded into the publicconsciousness. Less than two years later, it hastransformed the world. Consumers and businessesalike use large language models (LLMs). GenerativeAI solutions fuel processes ranging from datamanagement to software development. “Harnessing the power of abottom-up approach requiresconfidence, courage, risktolerance and people skills.” But the generative AI revolution, like the originalIndustrial Revolution, is distributed. The spinningjenny emerged from the factory floor, not the boardroom, and it is practitioners, not the C-suite, who aredriving innovation. Daniel Liebermann,Managing Director at Publicis Sapient Our 2025Generative AI Innovation Report foundthat the V-suite saw opportunities that the C-suitemay well miss. But harnessing the power of abottom-up approach requires confidence, courage,risk tolerance and people skills. Key report findings The C-suite and V-suite see generative AI’s potential differentlyThe C-suite focused on more visible use cases such as customerexperience, service and sales. In contrast, the V-suite sees opportunitiesacross functional areas, including within operations, HR and finance. They see its downsides differently, tooFifty-one percent of C-level respondents were more concerned about therisk and ethics of generative AI than other emerging technologies, but just23 percent of the V-suite shared their worries. We’re at a shakeout moment Return on investment (ROI) is important, with generative AI costs alreadya pain point for 27 percent of respondents, but there is still considerableuncertainty about how to measure success. Nobody knows what maturity looks like Because organizations can be at many different stages of generative AImaturity at the same time, there’s wide disagreement on what maturitylooks like. Fifty-five percent of organizations that were building customgenerative AI solutions described themselves as only of “moderatematurity” in generative AI and machine learning. The V-suite sees back-office generative AI potential that the C-suitemisses The state of AI in 2025 More than half of C-suite respondents ranked generative AI asextremely important to customer service, customer experienceand sales. Generative AI maturity isn’t linear Organizations can be at many levels of generative AImaturity simultaneously. More than one in five of those whowere still in the process of defining generative AI use caseswere already building custom generative AI tools. Just 12 percent of the C-suite thought generative AI would beextremely important in finance over the next three years, asopposed to 30 percent of their executives (Figure 2). Few know what generative AI success looks likeMore than two-thirds of respondents don’t yet have away to measure the success of their generative AI projects(Figure 1), but 37 percent have a dedicated budget,according to the survey. The V-suite is aware of generative AI tools the C-suite ignoresAlmost 60 percent of CEOs thought chatbots and othergenerative AI tools would be extremely important in customerservice, as opposed to just 24 percent of customer servicespecialist executives. The C-suite and V-suite have different attitudes towardgenerative AI risk The C-suite was more than twice as concerned aboutgenerative AI risk compared to the V-suite: 51 percent ofthe C-suite were more concerned about risk and ethics ofgenerative AI than other emerging technologies, as opposedto just 23 percent of V-suite respondents (Figure 4). Just 17 percent of CEOs thought AI agents and automationwould be extremely important, compared to 33 percent ofdata and analytics executives (Figure 3). Beyond chatbots: where generativeAI is hiding in plain sight “It’s as hard for leaders tolearn how individuals withintheir organization are usingChatGPT or Microsoft Copilotas it is to understand howthey’re using the internet.” More than 99 percent of respondents felt their organizationswere making at least some progress with generative AI, evenif it was only in defining use cases. From shopping assistantsto content creation to contract generation, organizations andindividuals are already using AI tools in their workflow. AI isintegrated across many enterprises in transcription, translationand help with emails, spreadsheets and presentations. Daniel Liebermann,Managing Director at Publicis Sapient But most experimentation is taking place far from the C-suite,so it’s as hard for leaders to learn how individuals within theirorganization are using ChatGPT or Microsoft Copilot as it isto understand how they’re using the internet. Many executivesdon’t know how far their organization is along the generativeAI adoption journey. Nobody knows what generative AI maturity looks like Organizations that described themselves as of limited maturitywere doing roughly the same things as organizations thatdescribed themselves as very mat