当AI战略止步于规划：专业人士面临的压力

Future ofProfessionalsReport 2026 When the AI strategy doesn’treach the desk: a professionunder pressure Key findings Theprofession under pressure:today’s biggest challenges Imagine three futures 16The gap between strategyand execution The work ahead About this reportContents Foreword Steve Hasker President and CEO, Thomson Reuters In its fourth year, our Future of Professionals report reflects how, today, the AI debate has evolved. Rather than whether AIwill shape professional work, it considers what organizations stand to lose if they fail to execute an AI strategy effectively. Those risks are building faster than many leaders recognize. The leaders I speak to expect AI to deliver measurableoperational improvements, yet in many cases the usage of AI tools remains experimental. The AI tools are ready, butgrowing adoption has not yet been matched by internal transformation, and the business process redesign required tocapture positive return on AI investments. While many organizations we spoke with have articulated AI strategies, they are not reflected in the day-to-day experienceof their teams, and the expected improvements in quality, speed, and efficiency have not yet materialized; not because thetechnology failed, but because the organization did not change around it. Closing that gap requires more than deployment.It requires leadership, clear standards, and a willingness to truly evolve how work actually gets done. This matters most where the stakes are highest. General-purpose AI tools, however capable they have become, are notsufficient for fiduciary-grade work. Where outputs influence legal judgments, financial disclosures, regulatory filings, or clientadvice, “almost right” is simply not good enough. In the moments that matter, this means AI must be built on authoritative,domain specific content; rigorous privacy and security; subject-matter expertise; outputs that are transparent and verifiable;and access to real-time human support. This is the standard we build to at Thomson Reuters, Fiduciary-Grade AI™, trustedby one million CoCounsel users worldwide who understand that accountability matters most. “AI is a powerful force multiplier, but the judgment,relationships and accountability remain human,and that won’t change.” As we look ahead, it is my firm view that AI is more likely to accelerate demand for professional services than diminish it.AI will accelerate new business formation, M&A activity, restructurings, and increase litigation and contracting activity. In almost any future scenario, talent will continue to be the defining differentiator. Success in professional services hasalways been built on assembling exceptional people to solve complex client problems. AI is a powerful force multiplier, butthe judgment, relationships and accountability remain human, and that won’t change. 74%of professionals now useAI several times a week. 41%lack access to AI toolsspecifically designed forprofessional work, built onverified professional content. Through the application of responsibly built AI, organizations can also enhance job satisfaction, well-being, and work-lifebalance by using AI to automate mundane tasks, allowing more time and focus on serving their clients. Key findings AI is reshaping how professionaljudgment develops, and not evenly.7 AI is embedded in professional work,but the conditions to use it are not.1 Simply having an AI strategyproduces materially better outcomes.5 When organizations move slowly,shadow AI fills the gap. 48%of professionals fear anegative impact on independentjudgment development. Legalprofessionals expect the timelineto trusted judgment to extend bynearly two years; tax professionalsexpect it to accelerate by one. 34%of professionals use AItools their organization hasn’tsanctioned, in ways it can’t see,a sign that adoption is outpacinggovernance, and a quiet liabilityfor the organizations whereit’s happening. 74%of professionals now useAI several times a week. In firms and departments witha named strategy,66%ofprofessionals say AI is meetingor exceeding expectations forcreating value at work. 74% 41%Yet41%lack access to AI toolsspecifically designed forprofessional work, built onverified professional content. Where there is no active strategy,that figure drops to22%. Organizations with lagging strategyrisk losing their top talent.6 Access to professional-grade AIis fast becoming a talent signal. The biggest AI gap isn’t technical,it’s organizational.4 AI-enabled value is nowa client non-negotiable.2 24%of professionalsexperiencing an AI value gap isconsidering leaving their currentorganization within two years,a significant liability, given theestimated $232,000 replacementcost per professional. 78%of corporate clients sayreceiving AI-enabled qualityimprovements from the firms theywork with is very important oressential.Yet just 6% say most orall of their providers deliver it. Among professionals whose firm or departmenthas