Gaining 1 million users within five days of launch, it took just three months for the artificial intelligence (AI) tool ChatGPT to hit 100 million users, making it one of the fastest-growing digital applications of all time. And AI continues to capture headlines, wowing businesses with its potential. With forecasts estimating the long-term AI opportunity at trillions of dollars in added productivity growth potential from corporate use cases, it’s no surprise that C-suite executives globally say helping their business speed up adoption of AI will be important over the next year. But will AI truly become the backbone of strategic planning, or will it continue to play a supportive role? Read more in the article by our partners from Baker Tilly International network.
Beyond the hype
The statistics are compelling - and productivity benefits are only part of the story.
Reports suggest that more than half of small and medium-sized businesses that have adopted generative AI have seen a revenue increase of 10% or more.
Meanwhile, power users - those who rely on AI extensively - report significant benefits: 92% say it makes their workload more manageable, 92% credit it with boosting creativity, and 93% believe it helps them focus on their most important work.
But now comes the hard part – moving beyond simply testing the waters to fully integrating the technology into core business processes and scaling its impact throughout an organisation.
Most businesses are still in the early stages of their journeys with AI, barely scratching the surface, explains Meghan Loomis, principal with Digital Solutions, Baker Tilly (US).
“However, we are beginning to get a picture of what works and what doesn’t in implementing - and generating actual value with - the technology.”
Key is the misconception that AI is a silver bullet that will solve all your problems, says Ms Loomis.
“AI is a powerful tool, but it’s not a magic fix. Simply applying AI to a problem that isn’t well suited for it can lead to inefficiencies rather than solutions.
“Similarly, without the internal expertise to build and maintain models - or a clear strategy, structure and governance - AI adoption can create more challenges than it solves.”
So how do organisations lay the groundwork for scaling AI from experimentation to large-scale implementation?
It starts, says Deepak Upadhyaya, partner, digital technology and risk advisory at Baker Tilly (Canada), with the fundamental question: “What problem are we trying to solve?”
Applying AI innovations to real business needs
The excitement surrounding AI has led some companies to rush into adoption.
According to Mr Upadhyaya, this eagerness often results in companies neglecting the critical step of aligning AI innovations with their unique challenges and overall business strategy.
He points to the fact that just under half of AI projects fail to deliver on their promises to business — a stark statistic that highlights the importance of a thoughtful, strategic approach and well-defined roadmap.
The most successful AI adoption projects, says Mr Upadhyaya, follow three key steps.
1. Build a strong foundation – Start with robust data infrastructure and prioritise AI literacy.
“Firms that have successfully implemented AI have established strong data management systems to ensure quality, accessibility and security,” he explains.
“They’ve also embraced AI-driven learning and development, using simulated environments to accelerate skill-building while minimising risk.”
2. Take a phased approach – Be pragmatic about where you start; don’t try to tackle everything at once.
"Starting with small pilot projects and gradually scaling allows companies to demonstrate return on investment, refine strategies and integrate AI more effectively,” says Mr Upadhyaya.
He also believes in the importance of accepting failures and knowing when to divest and redeploy.
3. Foster cross-functional collaboration – Successful AI adoption requires teams to work together.
“By encouraging departments to collaborate, AI can be seamlessly woven into existing workflows, maximising its impact across an organisation.”
Yet, with the progress AI brings, comes new challenges around data integrity and cybersecurity.
The real risk lies in unsecured AI adoption, explains Brett Johnstone, chief information officer at Pitcher Partners (Australia).
Clear boundaries, smarter AI
Mr Johnstone warns that companies must take a proactive approach to AI governance.
“The future of AI in the workplace is inevitable, whether in personal or professional use, on a small or large scale," he says.
“Postponing its adoption could put companies at a competitive disadvantage, not least from a talent attraction and development standpoint.
“In this context, a well-defined AI policy is crucial. It establishes clear boundaries, sets expectations and ensures responsible implementation.
“At its core, your AI policy must prioritise data security and privacy, protecting client information while enabling the safe and ethical use of AI tools. Without proper oversight, companies risk compliance failures, security breaches and reputational harm.”
Regular reviews of your AI policy are critical, especially in the early stages of AI integration, Mr Johnstone notes.
He recommends updating your policy at least every three months to keep it relevant, effective and aligned with the quickly evolving AI landscape.
And Ms Loomis agrees.
“AI strategies should empower organisations to adapt swiftly to shifting social, technological, economic and political landscapes.
“With AI driving rapid change and industry disruption, businesses must move beyond traditional contingency planning and embrace a mindset of continuous adaptability.”
“AI won’t replace humans – but humans with AI will replace humans without AI.”
Source: Harvard Business Review, August 2023
Balancing automation with a human touch
LinkedIn’s Work Change Report: AI Is Coming To Work predicts that by 2030, 70% of the skills used in most jobs will change. So, it’s no surprise that the excitement surrounding AI is mixed with concerns around job losses.
But is this fear justified?
While AI will undoubtedly reshape the workplace, history shows that technological advancements often create as many opportunities as they displace, says Ms Loomis.
Rather than replacing jobs outright, she believes AI is more likely to transform roles and enhance human capabilities.
“Striking the right balance between automation and personal interaction is crucial. Customers still value human empathy and creativity, particularly in complex situations,” she says.
“Companies should prioritise human-AI collaboration – automating repetitive tasks to free up employees for more strategic, high-value work.
“The real challenge isn’t job loss — it’s equipping workers with the skills they need to thrive in an AI-driven world.”
And as competition for talent intensifies, AI and automation present a unique opportunity to attract, develop and accelerate workforce potential, notes Mr Johnstone.
“There is a growing curiosity among professionals about AI, driven by extensive media coverage and industry hype.
“The future belongs to those companies that harness the combined power of human expertise and technology to drive innovation and create lasting value.”
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