The value gap from AI investments is widening dangerously fast

Boston Consulting Group (BCG) found an expansion gap separating the elite of artificial intelligence masters from most companies that are fighting to generate any value of their investments in artificial intelligence.

A study from BCG found that just five percent of companies successfully achieve the value of the lower artificial intelligence on a large scale. In acute contrast, 60 percent failed to achieve any material value, as they only reported the minimum gains despite significant investments in technology.

“Amnesty International is reshaping the business scene much faster than the previous technology waves,” said Nicholas de Belvunds, Managing Director and Senior Press (AI’s efforts in BCG and co -author of the report.

“Companies that embody a real value of artificial intelligence are not only automated – they are reshaping and reinventing how their business works. They withdraw.”

Organizations with a higher performance, which are called BCG “designed in the future”, not only succeed; They create an enormous AI’s value gap. It already generates 1.7 times the growth of revenues and 1.6 times EBIT margins higher than the late majority. The elite group has exceeded these isolated experiences to re -invent its operations mainly, and to pay the returns of shareholders by increasing revenues and improving the measurable workflow. 35 percent of companies make efforts to expand efforts, but they admit that they are not moving quickly enough to keep up with it.

The companies that have been built in the future, which have earned early rewards, are re -investing their gains to roam forward. They are planning to spend 26 percent on this and perpetuate 64 percent of their information technology budget to artificial intelligence in 2025. This results in a total investment of artificial intelligence at a rate of 120 percent higher than their virgin competitors.

As a result, future -built companies expect to see weak revenues and 1.4 times larger costs of artificial intelligence applications. For Laggars, who lack the basic capabilities and generate almost any value, this creates what BCG calls “a vicious cycle of land loss.”

The main reason for this contrast is driving failure. Among the late companies, senior management often fails to the artificial or lower management intelligence strategy, and has failed to express a clear vision of the value of investments, and resources are very highly spread through unlawful initiatives.

The secret of success lies in the installed playing book, followed by five percent. These companies are approaching artificial intelligence as a council and executive president sponsoring a multi -year program with clear and clear goals.

Almost all leaders are participating in almost the organizations that have been built in the future with artificial intelligence, compared to only eight percent in late companies. They are strengthening a model for the joint ownership of business and information technology, and it is a 1.5 times more likely to be adopted than their peers. One of the senior executives in the field of retail, BCG, told “especially on the care and ownership of the advantages of artificial intelligence by companies, creating the room for investment.”

These leaders are not only automating the current operations. It focuses on reshaping and inventing the basic work progress of business, as the majority of value lies. The report found that 70 percent of AI’s potential value is concentrated in basic functions such as research, development, sales, marketing and manufacturing. Companies created in the future give priority to this achievement, which has already deployed 62 percent of artificial intelligence initiatives, compared to only 12 percent for Laggars.

The value of the gap in the value is the appearance and investment in the AI ​​AI – which combines predictive and vulnerable capabilities – which allows it “learning, learning and acting independently” with the minimum human input. Artificial intelligence agents can be considered digital, who are able to deal with the complex workflow from the supply chain management to customer service.

Although it is barely discussed in 2024, Agency AI is already 17 percent of the total value of artificial intelligence in 2025, and it is expected to range twice to 29 percent by 2028. Higher companies are rapidly leading, with a third of agents already uses, compared to almost no. These leaders give priority for customer experience using agents, as customer service focuses on the best 50 percent of companies.

“Augleic AI is not a future concept – it is already reshaping the workflow and redefining roles. Companies must look at them as the next step in the scaling of artificial intelligence, not as a starting point,” said Amanda Luther, Managing Director and A senior BCG and participation in the report.

“The agents represent a great opportunity, but they are not simply a plug and operation: companies need to redesign how to do the work, and to address the effect of agents on existing operations, roles and skills.”

Talent is another major differentiation. Instead of focusing on job losses, companies that have been built in the future wandering strongly in their workforce to cooperate with artificial intelligence. They are planning to raise more than 50 percent of their internal employees, making investments in enabling broad employees to artificial intelligence and sculpt the time for organized learning. This approach is six times more likely than late companies. It also includes employees often in the joint design process, reconfiguring the workflow tasks to integrate artificial intelligence agents, and ensuring a smoother adoption and construction of confidence.

The leading organizations “Genai” avoid evidence of uninterrupted concept by building on a central and integrated AI platform. It is three times more likely to run such a basic system, allowing them to build common security capabilities, only once monitor, then reuse, accelerate publishing and guarantee a scale at the institution level. More than half of these companies are working on one data form at the institution level, compared to only four percent of their peers, which allows the teams to have rapid access to reliable and government data.

For 95 percent of companies that are behind the knees, the message is urgent. The path of success was clearly determined, but it requires a fundamental shift in mentality and organization. BCG is recommended to follow the “10-20-70” base, where the 70 percent shift efforts should focus on people and operations, 20 percent on technology, and only 10 percent on the algorithms themselves.

The largest road barriers to achieve value from artificial intelligence investments are not technical but organizational, in relation to individuals, strategy and operations. As technology advances and the leaders accelerate, the window is quickly closed. Companies that fail to behave decisively are now risk leaving them permanently.

See also: Samsung evaluates the real productivity of the AI ​​models for institutions

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