Analysts created a method to evaluate corporate AI adoption across six key areas: personalization, customer acquisition, product innovation, labor productivity, supply chain, and inventory management. Companies are then ranked on the breadth, depth, and proprietary nature of their AI initiatives.
Related Insights
New McKinsey research reveals a significant AI adoption gap. While 88% of organizations use AI, nearly two-thirds haven't scaled it beyond pilots, meaning they are not behind their peers. This explains why only 39% report enterprise-level EBIT impact. True high-performers succeed by fundamentally redesigning workflows, not just experimenting.
An effective AI strategy pairs a central task force for enablement—handling approvals, compliance, and awareness—with empowerment of frontline staff. The best, most elegant applications of AI will be identified by those doing the day-to-day work.
Treat AI initiatives as two separate strategic pillars. Create one roadmap focused on internal efficiency gains and cost reduction (productivity). Maintain a separate roadmap for developing new, revenue-generating customer experiences (growth). This prevents conflating internal tools with external products.
C-suites are more motivated to adopt AI for revenue-generating "front office" activities (like investment analysis) than for cost-saving "back office" automation. The direct, tangible impact on making more money overcomes the organizational inertia that often stalls efficiency-focused technology deployments.
Walmart demonstrates the tangible revenue impact of mature AI integration. By deploying tools like GenAI shopping assistants, computer vision for shelf monitoring, and LLMs for inventory, the retailer has significantly increased customer spending, proving AI's value beyond simple cost efficiencies.
AI evaluation shouldn't be confined to engineering silos. Subject matter experts (SMEs) and business users hold the critical domain knowledge to assess what's "good." Providing them with GUI-based tools, like an "eval studio," is crucial for continuous improvement and building trustworthy enterprise AI.
The true enterprise value of AI lies not in consuming third-party models, but in building internal capabilities to diffuse intelligence throughout the organization. This means creating proprietary "AI factories" rather than just using external tools and admiring others' success.
To transform a product organization, first provide universal access to AI tools. Second, support teams with training and 'builder days' led by internal champions. Finally, embed AI proficiency into career ladders to create lasting incentives and institutionalize the change.
To maximize AI's impact, don't just find isolated use cases for content or demand gen teams. Instead, map a core process like a campaign workflow and apply AI to augment each stage, from strategy and creation to localization and measurement. AI is workflow-native, not function-native.
Instead of waiting for external reports, companies should develop their own AI model evaluations. By defining key tasks for specific roles and testing new models against them with standard prompts, businesses can create a relevant, internal benchmark.
