变革的代理人：2026合同智能指数报告

Savvy Legal Teams AreOvercoming TraditionalChallenges with AI, Agents,and Contract Intelligence toPropel Business Growth. TheEnterprise Is Taking Notice. The 2025 Contract Intelligence Index Report is a U.S. study. Itsfindings are concerning, but they carry an implicit escape clause:A problem documented in one country, in one legal market, can berationalized as local. The 2026 study closes that escape route. In expanding from 1,250U.S. respondents to nearly 7,000 across 10 countries in 4 continents,this report does not simply grow from a domestic to a global one.Berlin, Tokyo, Singapore, Sydney, Madrid, Paris, Rome, Stockholm,and London all tell the same story. Contract ownership confusion.Fragmented contract storage. Missed obligations. Informal approvalchannels. These are not artifacts of one legal system or onebusiness culture. They are structural conditions that obstruct AI fromoptimizing contract intelligence, or CI, in every market studied. Ultimately, these issues create more than just an AI Divide. Theycreate a CI Divide. Spotlighting this Divide makes 2026 a fundamentally differentreport. And a more urgent one. 1Introduction & Chapter Introduction The Verdict — A Global Condition Global Perceptions of Legal’s Material Impact: The Contractual Connection7Who Owns the Contract? Four Gaps That Undermine Contract Ownership8Contract Intelligence: From Static Documents to Business Assets11Contract Intelligence’s Quick Returns11The Barriers to Contract Intelligence12 Last year, weasked the U.S.a question. This year, we askedtheworld. We asked about 7,000 peoplein10 countries, “who ownsthe contract?” A year later, theanswer is thesame. One Question. One Verdict. Ayear ago,1,250 U.S. legal and enterpriserespondents were asked “who owns the contract?”Three out of four –74%− did not know. The answer wasalarming, but it could be rationalized as a U.S.-specificcondition. That assumption no longer holds. defined by AI and legal transformation conversations, theneedle barely moves on activating the intelligence withincontracts to support businesses materially. Contract ownership confusion. Scattered storage.Missed obligations. Informal approval channels. Theproblem is not cultural. It is universal. This year, three out of four people working at yourcompany cannot tell you who owns the contracts thatgovern your most important business relationships. Thisproblem is confirmed internationally across 10 countries. The data also reveals something else. A dividing line isforming. On one side, organizations resolve contractownership, harness contract intelligence, and enable AIto share insights across their enterprise for immediateaction. The other side features organizations operatingthe way they did in 2025 or earlier. Contracts arescattered across hard drives. Approvals run throughdisparate communication channels. Legal enforcesagreements it never approved.It is a ContractIntelligence Divide—the CI Divide. The 2026 Contract Intelligence Index Report surveysnearly7,000 legal professionals and enterpriseemployees across 10 countries—the United States,United Kingdom, France, Germany, Sweden, Spain,Italy, Japan, Singapore, and Australia. Today,77%ofthem claim only a few people in their organization knowwho owns, stores, and manages contracts. After a year United States of AmericaLegal: 250Non-legal: 1,000United KingdomLegal: 200Non-legal: 500GermanyLegal: 200Non-legal: 500FranceLegal: 100Non-legal: 500JapanLegal: 100Non-legal: 500 Legal: 100Non-legal: 500Legal: 100Non-legal: 500Legal: 100Non-legal: 500Legal: 100Non-legal: 500Legal: 75Non-legal: 500 SpainSingaporeItalyAustraliaSweden Commissioned by Workday,Conducted by Provoke Insights in 2026 The VerdictChapter 1: — A GlobalCondition Think about your company’s legal team, which of the followingcorporate metrics does the legal department impact? profitability as the top influenced metric. Global perceptions ofLegal’s material impact: Thecontractual connection. By influencing revenue growth and profitability, Legalimpacts how competitive a company is in a marketplace,from market share to brand awareness. These materialoutcomes can cut both ways: A well-functioning Legaloperation accelerates revenue deals, proactivelysurfaces risk, and prevents unnecessary costs. But afragmented, manually driven Legal operation producesopposite results. The same Legal function that enhancesprofitability can also hurt it. Set AI aside for a moment. To understand Legal’simportance, consider KPIs of any for-profit business,such as growth rate, EBITDA, and profitability. Thenask Legal and non-Legal employees at multinationalcorporations, public companies, and fast-growing firmsto gauge Legal’s impact on those KPIs. Legal straddles a dividing line that dictates anenterprise’s success and struggle. The study spotlightsthis dynamic and begs the following question: If thebusiness acknowledges Legal as a driver of profitability,revenue, and growth, what is standing in t