In 2024, the weekly usage of Gen AI has nearly doubled, even in traditionally slower-adopting areas like Marketing, Operations, and HR!
Nicolas BEHBAHANI
Global People Analytics & HR Data Leader - People & Culture | Strategical People Analytics Design
??Gen AI is still in the early phase and views of Gen AI have evolved since 2023, with greater acceptance that Gen AI will lead to greater productivity.
??Approximately half of organizations (51%) have minimal or no restrictions on Gen AI usage at work. However, as the size of the organization increases, so do the restrictions.
?? Investment in Gen AI budgets is set to increase across all functional areas over the next 2-5 years.
?? While there is consensus that Gen AI is impactful, it has yet to be widely recognized as “highly impactful” across most areas, according to a new interesting research published by 美国宾夕法尼亚大学 - 沃顿商学院 in partnership with GBK Collective using data ?? from a survey with more than 800 senior business leaders working full-time in large commercial organizations with 1,000 or more employees.
?Gen AI has become extensively utilized across a diverse range of fields.
Researchers have identified that the primary applications of Gen AI are in document and proposal writing/editing, data analysis, and summarizing documents and meetings.
?? In the HR function, Gen AI is predominantly used for employee recruitment, onboarding, and enablement.
?The weekly usage of Gen AI has nearly doubled
?? Researchers have observed a remarkable surge in the weekly usage of Gen AI, skyrocketing from 37% in 2023 to 72% in 2024, nearly doubling in just one year.
This growth is particularly notable in departments like Marketing and HR, which had been slower to adopt the technology.
?? However, despite this increased adoption, businesses continue to grapple with challenges in fully assessing the impact and return on investment (ROI) of Gen AI.
?From mere 'Curiosity' to genuine 'excitement'
Researchers have noted that Gen AI has shifted leaders’ sentiments from mere curiosity to genuine excitement.
?? Interestingly, sentiment reports reveal that leaders have moved from feelings of “curiosity” and “amazement” to more positive emotions such as “pleased” and “excited,” with concerns about AI replacing jobs becoming less pronounced.
?Leaders perceive Gen AI as having a positive impact on enhancing employee skills.
Researchers have observed that, compared to last year, decision-makers now see greater potential in Gen AI’s ability to enhance jobs rather than replace them.
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?? Leaders believe that Gen AI can improve 90% of employees’ skills in certain tasks, reducing the likelihood of skill replacement.
?Investment in Gen AI budgets is projected to increase over the next 2 to 5 years.
Researchers found that Percentage increases in investment across functional areas, while still large, are slowing compared to last year.
Certain functions predict steadier fiscal investments with predicting budgets increasing somewhat or remaining the same.
Looking to the future, Gen AI adoption will enter its next chapter which is likely to be volatile in terms of investment and carry greater privacy and usage restrictions.
??Researchers offer the following recommendations to organizations:
?? Gen AI is still in the early phase. It takes time for companies and industries to fully take advantage of the new tools, assess the right tools and platforms, and re-engineer their processes and develop new capabilities based on the new tech.
??Short-term investment may be cooling, but this is not to be seen as a lack of interest. Investment in Gen AI remains strong, signaling that while maybe not immediately, many industries are preparing to embrace a world in which Gen AI plays a big role.
??Remain vigilant, continue experimenting, watch for major developments, and be ready to follow quickly with investment as successful use cases become known.
?? Have an open mind on which vendors are the best on Gen AI because best may soon be relative.
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This insightful research on the current trends and future of Gen AI clearly indicates that we are still in the early stages of this technology. I appreciate how the research has categorized the past three years: 2023 as a year of trials, 2024 as a period of experimentation, and 2025 as the phase for adoption and deployment.
??Thank you 美国宾夕法尼亚大学 - 沃顿商学院 GBK Collective researchers team for sharing these insightful findings: Stefano Puntoni Jeremy Korst Mary Purk Brian Smith Amelia Francesca Colón Daniel Urbina-McCarthy
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Senior HR Expert - Managing Consultant
2 周One further thought that has implications for ESG and budgets, big data set and servers use a lot of energy and need cooling, this can be both costly and have a negative environmental effect. There is also the need for redundancy and backup in the systems and network. All of which need personnel who are reliable and well trained)skilled.
Senior HR Expert - Managing Consultant
2 周Critical is to have a triple strategy, a business case or need, a scalable AI technology and develop a deep understanding of Ai's potential and limitations by educating and training leader, managers and employees in it's use, capabilities and limitations. Finally, need to have clear practices and policy on the ethical use and application of AI and ensure security and good, clean, verified, data. This is part of the education and training needed.
Human Resource Professional | MBA | Coporate Recruiting Professional- ASA | Ex-Wirtgen Group,A John Deere Company
3 周Very informative! Companies should adopt a strategy, focusing on targeted Gen AI applications that bring specific benefits, like document summarization and client engagement in consulting, rather than broad but unfocused investments. This strategy enables them to refine applications, demonstrate real-time ROI, and expand iteratively based on proven results. Looking ahead, businesses must move from passive observation to proactive AI literacy development. As Gen AI shows potential to enhance, rather than replace, employee capabilities, a structured learning path will empower employees to use AI tools effectively. Companies should not only mitigate risks but also position themselves as Gen AI pioneers, ready to adapt as technology advances and new best practices evolve. Thank you for sharing these valuable insights!
Driven to deliver employee experience and customer success strategies at the intersection of people and technology. Keen on leveraging data and leading cross-functional teams to navigate initiatives and improve results.
3 周Does using Perplexity count? Lars Schmidt introduced me to it and its results have been remarkably helpful and addicting in my research.
Product Development ?? | Project Management??| Operations Management ?| Continuous Improvement?? | Truck radial tire??
3 周Nicolas BEHBAHANI Fascinating insights from The Wharton School and GBK Collective's research! The rapid adoption of Gen AI across various industries and functions is impressive, with nearly half of organizations having minimal restrictions on its usage. I appreciate the nuanced view on Gen AI's impact, shifting from mere curiosity to genuine excitement among leaders. The focus on enhancing employee skills rather than replacement is encouraging. The recommendations for organizations are also valuable. The emphasis on ongoing experimentation and vigilance is crucial as businesses navigate the complexities of integrating new technologies. It’s clear that while the immediate growth may be stabilizing, the long-term potential of Gen AI is promising.