AI及数字化转型收益落地滞后企业经营现状

Benefits and AI and digital transformationmay lag behind organizational realities Executive Summary How C-Suite leaders define success is unsurprising and unchanging: It’s a formula of revenue,profit, and customer relationships. However, their blueprint to approaching this formula is rapidlyevolving in an increasingly digital world. Change, however, is made more difficult when someof the functions that leaders rely on to drive revenue, profit, and customer relationships arehamstrung by inefficiency, silos, and repetitive work. This new report on the attitudes and opinions of C-Suite leaders investigates their top prioritiesand takes a closer look at the teams and technologies they trust to accomplish those goals.The report finds significant barriers to the effective performance of an organization’s enablingfunctions, but also significant optimism that digital transformation and AI will help thesefunctions work more effectively, increasing their contributions to the enterprise. The findings of this report are based on a surveyof 200 C-Suite executives leading enterprises inthe U.S., U.K., Canada, Australia, Brazil, Mexico,Germany, and France. Of those, 110 were leadersat organizations with more than $500 millionin annual revenue, and 90 were leaders atorganizations with between $200 millionand $500 million in revenue. The key to enhancing howenabling function contributeto broader business objectivescan be found in some of theC-Suite’s key priorities: digitaltransformation and AI. Global C-Suite leaders are well aware of the importance of enabling functions, viewingdepartments such as customer success, technology, and operations as critical to achievingtheir business goals. They also recognize that those functions aren’t as effective and efficientas they could be, buffeted by a mix of internal and external factors. Specifically, C-Suite leadersreport that enabling functions are most constrained by ineffective information flows and bytime spent on compliance and reporting. The remedy can be found in some of the C-Suite’s key priorities: digital transformationand AI. C-Suite leaders are optimistic about the progress of digital transformation andpredict its benefits with a reasonable degree of confidence. They are similarly optimistic about artificial intelligence, although progress in this areais moving too slowly for many leaders’ liking. Although AI, and generative AI (GenAI), showthe potential to make enabling functions more efficient and effective, it appears that feworganizations have empowered their employees to use even the earliest versions of AItechnology to their benefit. Understanding the landscape:Transformational trends C-Suite leaders are more likely to focus their attention on trends that they anticipate willhave an outsized impact on their businesses. By far, the trend most C-Suite leaders expect to have a transformational impact on theirbusiness over the next five years is the rise of artificial intelligence, with 62% predictingit to be transformational. An additional 23% said AI would have a “high” impact ontheir businesses. FIGURE 1 High-impact trends Closely related to the rise of AI is the anticipated explosion in data volumes, which was citedas the trend with the second-highest impact. Those data volumes may arrive as structureddata reported by sensors and other devices at the edges of the networks, but GenAI alsocontributes to the creation of data, often serving as a net-new data source. Although it is not anticipated to have as transformational an impact, “shortage of skilled labor”was most frequently cited by C-Suite executives as likely having a ”high” impact on theirbusinesses. While many functions have perennially faced a shortage of skilled labor, it’seasy to recognize the effect of technology on this category as well. Priorities reflect prevailing trends:technology and efficiency Given the perceived potential impact of AI and its appurtenant impacts on the future ofbusiness, C-Suite leaders are seeking to establish priorities that will reflect the futures theyanticipate. Over the next 18 months, C-Suite leaders plan to focus on technology and efficiency,which are strongly linked. FIGURE 2 It is noteworthy that digital transformation, exploring and implementing AI, and improvingoperational efficiency rise above long-standing C-Suite priorities like reducing costs, growingrevenue, or increasing customer satisfaction. Of course, this is not to say that the long-standingpriorities are no longer critical to business leaders. Instead, it reflects the perceived significanceof the broader digital transformation underway in the global market. We should also note thatthis list has been limited to the top 10 priorities identified by C-Suite leaders responding to the 2025 survey. There are additional areas C-Suite leaders prioritize, and conversely, some areashave fallen in their priority ranking. Those areas simply fall outside the scope of this year’sidentified top 10. T