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We see more indications that these leaders are expanding their competitive advantage than we find evidence that others are catching up.įirst, we haven’t seen an expansion in the size of the leader group. Over the past five years we have tracked the leaders in AI-we refer to them as AI high performers-and examined what they do differently. This marks the fifth consecutive year we’ve conducted research globally on AI’s role in business, and we have seen shifts over this period.Ģ. Five years in review: AI adoption, impact, and spend

AI talent tales: New hot roles, continued diversity woesġ.

Five years in review: AI adoption, impact, and spend.

The data show that there is significant room to improve diversity on AI teams, and, consistent with other studies, diverse teams correlate with outstanding performance. On talent, for the first time, we looked closely at AI hiring and upskilling. The results show these leaders making larger investments in AI, engaging in increasingly advanced practices known to enable scale and faster AI development, and showing signs of faring better in the tight market for AI talent. A set of companies seeing the highest financial returns from AI continue to pull ahead of competitors. has plateaued between 50 and 60 percent for the past few years.

Adoption has more than doubled since 2017, though the proportion of organizations using AI 1 In the survey, we defined AI as the ability of a machine to perform cognitive functions that we associate with human minds (for example, natural-language understanding and generation) and to perform physical tasks using cognitive functions (for example, physical robotics, autonomous driving, and manufacturing work).