Key highlights:

• • • AI strategy should drive individual accountability 鈥� Alignment between organizational AI strategy and individual accountability is essential. Most professionals lack clarity on their organization’s AI goals, which hinders meaningful progress and innovation.

    • Strategic AI plan also should drive business revenue growth 鈥� Organizations with well-communicated and strategic AI plans are significantly more likely to realize critical business benefits and revenue growth from their AI investments.

    • Personal AI goals boost usage and accountability 鈥� Setting and linking personal AI goals for all professionals drives regular use and accountability, which is crucial for turning technology investments into tangible organizational success.

Organizations are discovering that true AI transformation in this digital age extends beyond technology alone. The key to maximizing AI鈥檚 value lies in connecting organizational strategy with individual employee accountability and responsible use, according to the 成人VR视频 2025 Future of Professionals report. Indeed, the report reveals that without clear communication of AI strategy and the setting of personal AI goals, even the best technology investments can fall short. Only by focusing on their professionals can organizations find their way forward to maximizing the value of their AI investments.

Clearly communicate organization鈥檚 AI strategy and goals

A听critical yet often overlooked factor in successful AI adoption is the alignment between individual actions and the broader organizational AI strategy. In fact, almost two-thirds (65%) of professionals surveyed who said they have personal goals for AI adoption also said they are not aware of their organization鈥檚 overall AI strategy, according to the Future of Professionals report. Further, only 39% of all professionals say they have personal goals linked to AI adoption, which leaves a majority (61%) without clear direction or accountability in their own use of AI.

When professionals operate without clarity on the organization鈥檚 strategic direction, their efforts may not contribute meaningfully to broader business objectives. This leads to wasted investment, fragmented progress, and missed opportunities for cross-functional innovation.

The consequences of this misalignment are significant, especially as AI becomes increasingly central to operational efficiency and competitive advantage. The report cites that organizations that craft a strategic plan for their AI adoption and implementation are 3.5-times as likely to see critical AI benefits compared to those without any significant plans. Adding to this, those organizations with a strategic AI plan are almost twice (1.9-times) as likely to already be experiencing revenue growth as a result of their AI investment, compared to those organizations that are adopting AI informally.

These findings underscore that the mere presence of AI technology is not enough. Successful deployment depends on coordinated, intentional actions at every level. For organizations seeking to maximize the value of their AI investments, ensuring that every employee understands how their own learning, experimentation, and adoption of AI tools fits into that vision is just as important as articulating the organization鈥檚 overall vision.

Leverage professionals鈥� personal AI use to drive accountability

Unfortunately, there is a strong disconnect with professionals鈥� own AI use in the workplace, according to the Future of Professionals report, which reveals that 70% of professionals say they are not yet using AI tools on a regular basis. This gap between organizational ambition and day-to-day practice leads to a situation in which substantial investments in technology yield only limited returns.

Our research makes it clear that regular engagement with AI tools has a significant impact. Professionals who use AI routinely are 2.4-times as likely to report organizational benefits from AI adoption compared to those who use it sporadically or not at all. Yet, setting and linking personal AI goals for every professional remains a rare practice. Only 21% of professionals with AI adoption goals report using AI at least once a week, underscoring the importance of personal accountability in driving meaningful adoption. Additionally, professionals who say they have clearly defined AI goals are 1.8-times as likely to see tangible organizational benefits, highlighting the powerful link between individual commitment and collective success.

To bridge this gap, organizations must move beyond simply providing access to AI tools and instead require all professionals to set personal AI learning and usage goals that are explicitly tied to broader business objectives.

Mandate human oversight

As organizations accelerate their adoption of AI, they need to require human oversight and responsible use of these technologies. The report notes that concerns about accuracy, security, and the potential for overreliance on AI remain significant barriers to robust adoption. Notably, an overwhelming 91% of professionals say they believe that computers should be held to higher standards of accuracy than humans, with 41% insisting that AI outputs must be 100% accurate before they can be used without human review. This high threshold underscores the persistent trust gap and the need for rigorous validation processes.

Beyond accuracy, professionals are also wary of the impact that excessive reliance on technology could have on their own or their colleagues鈥� development. Nearly a quarter (24%) of respondents say they fear that overreliance on AI may stunt the growth of essential professional skills. Without ongoing human involvement, there is a real risk that core competencies could erode over time, potentially leaving professionals less capable and more dependent on technology.

The solution lies in fostering a culture of responsible AI use, one in which human expertise remains central. Organizations must therefore set clear standards for AI oversight, provide training on ethical and critical evaluation of AI outputs, and encourage continuous skill development alongside technological advancement.

As organizations chart their course through the rapidly evolving landscape of AI, the most successful will be those that put their people at the heart of their strategy. By acting intentionally and fostering a culture in which human insight and innovation drive the use of AI, both organizations and individuals can secure lasting success and lead the way into an AI-enabled future.

You can download a full copy of the 2025 Future of Professionals report here

Key insights:

• • • AI can address the tax industry鈥檚 talent crunch 鈥� AI and GenAI can help tax firms automate routine tasks, increase workflow efficiency, and potentially operate with fewer staff without sacrificing client service.
    • Strategic AI adoption can drive ROI and competitive advantage 鈥� Firms that strategically adopt AI by starting small, focusing on high-impact use cases, and are continually improving are already seeing significant ROI, with those firms with visible AI strategies being more than three times as likely to see ROI compared to those without.
    • Humans-in-the-loop and upskilling remain key 鈥� Despite AI鈥檚 rise, human judgment and critical thinking are still essential, especially in today鈥檚 complex and rapidly changing regulatory environment.

Today, the tax, audit and accounting industry is in the middle of a perfect storm, especially when it comes to talent. First, the industry continues to see a talent shortage with fewer new professionals entering the talent pipeline. Couple that with a significant demographic shift that is seeing a generation of CPAs retiring, and the result is that many tax firms are feeling this talent pinch, and it is only likely to get worse.

Further, this is happening at a time when there is no shortage of work. The industry is continuing to see a growing number of increasingly complex matters, especially with all the tax codes and regulatory changes that are happening. Not surprisingly, many firms already are turning to new technologies and automation 鈥� which is being supercharged by agentic and generative AI 鈥� to help them address this talent crisis.

All of this is fundamentally transforming how tax, audit and accounting firms operate. More than three-quarters (79%) of tax professionals surveyed are telling us they see AI having a high or transformational impact within the next five years within their firms, according to the recently published 2025 Future of Professionals report from 成人VR视频. And, more importantly, professionals say they recognize that AI offers their best chance to tackle these complex challenges, the regulatory changes, and the talent shortages.

Addressing the talent crunch

The shortage of skilled professionals in the industry is not a new challenge, but it is becoming more acute. With Baby Boomers and Gen Xers retiring and fewer new entrants joining the profession, firms are struggling to maintain service levels and manage growing workloads. At the same time, the complexity of tax codes and regulatory environments continues to escalate, placing even greater demands on existing staff.

Today, the tax, audit and accounting industry is in the middle of a perfect storm, especially when it comes to talent.

AI offers a compelling solution. By automating routine, time-consuming tasks 鈥� such as data entry, reconciliation, and basic compliance work 鈥� AI enables tax firms to operate efficiently with a lower headcount. This doesn鈥檛 mean sacrificing client service; rather, it allows professionals to focus on higher-value advisory work, where human judgment and expertise are irreplaceable.

However, firm leaders need to understand that the adoption of AI is not just about technology for its own sake 鈥� it鈥檚 about fundamentally changing how firms operate, manage talent, and deliver value to clients. Firms that embrace AI can handle greater client volumes, manage the explosion in data, and keep pace with regulatory changes, all while alleviating the pressure caused by labor shortages.

How AI adoption can drive ROI

While the potential benefits of AI are clear, realizing them requires a strategic approach. Firms that start small, focus on high-impact use cases, and iterate their AI strategies are already seeing significant returns on investment (ROI). Indeed, more than half (54%) of respondents to Future of Professionals say their firms already have reported positive ROI from AI initiatives 鈥� and more importantly, are able to free up their professionals鈥� time for more meaningful work, which can also improve the bottom line.

Our research shows conclusively that having a visible AI strategy is a key differentiator. Firms with clear, actionable AI plans are more than three times as likely to see ROI compared to those without. Yet only 14% of firms have such formal AI strategies in place, according to respondents.

The best approach we鈥檝e seen is for firms to start small by identifying specific pain points, piloting targeted use cases that demonstrate key value, and building on early successes. This approach allows firms and their professionals to learn quickly, adapt to changing needs, and make continual improvements.

Clearly, the competitive landscape is shifting in the tax industry, making it increasingly difficult for firms without AI strategies to attract and retain top talent because the best professionals will want to work with cutting-edge tools and efficient processes, not outdated systems. This creates a virtuous cycle that can lead to better margins, more interesting work, and the ability to attract the industry’s best talent.

Leveraging the human element

Despite the impactful potential of AI, the human element remains central to the success of firms. While technology is a powerful tool, it is tax professionals who will drive AI success, simply because human judgment, critical thinking, and the ability to assess AI outputs are essential, especially in today鈥檚 complex and rapidly changing environment.

More than half of tax industry respondents say they see skill gaps, particularly in technology, data literacy, and critical thinking among their teams.

Clearly, the industry must invest in ongoing training and upskilling of its professionals. More than half (53%) of tax industry respondents say they see skill gaps, particularly in technology, data literacy, and critical thinking among their teams. As the generational shift accelerates 鈥� with digital natives such as Millennials and Gen Zers entering the workforce 鈥� firms have an opportunity to build a culture that embraces digital tools and rapid change. These digital natives are more comfortable with technology, but they still need support to develop the skills required for effective AI adoption.

Indeed, building an AI-ready culture starts at the top. Leaders must encourage experimentation, foster a mindset of continuous learning, and ensure that professionals understand both the capabilities and limitations of AI. Success requires a strategic approach to upskilling, with targeted training programs that address the specific needs of each firm.

Of course, it鈥檚 easy to be overwhelmed with this. For firm leaders, however, the message is clear: AI is not a panacea, but rather a powerful tool for addressing the talent challenges facing the industry. The key is to act fast, learn fast, and take a strategic approach.

The future of the tax, audit and accounting profession will be human-led and AI-enabled. And those firms that embrace AI also will be better positioned to manage complexity, attract top talent, and deliver superior client service going forward.

You can download a full copy of the Future of Professionals Report 2025: Actionable insights for tax, audit & accounting firm leaders here

Key takeaways:

• • • Alignment of goals 鈥� Aligning departmental goals with the organization’s overall strategy is crucial for enhancing efficiency, fostering innovation, and driving long-term success.

    • Role of AI 鈥� AI can play a pivotal role in achieving this alignment by helping corporate functions define value and align their goals with the organization’s strategy.

    • Top-down approach needed 鈥� Successful alignment often requires a top-down approach to AI implementation, ensuring that AI strategies are integrated across the broader enterprise.

In today’s fast-paced and ever-evolving corporate landscape, the alignment of departmental goals with the overarching strategy of the organization is more crucial than ever. This alignment ensures that every in-house function is working towards a common objective, thereby enhancing the overall efficiency, innovation, and success of the organization as a whole.

Additionally, aligning departmental goals with the organization’s strategy also can eliminate the perception that certain corporate functions are merely cost centers, according to 成人VR视频 recently published 2025 Future of Professionals report. Indeed, many corporate functions 鈥� especially in areas like legal, risk, tax, and trade 鈥� are often seen as misaligned with the organization’s overall goals, which can lead to inefficiencies and a lack of strategic contribution from these departments.

Today, corporate leaders are under immense pressure to demonstrate how various functions contribute strategically to the value of the business rather than just managing costs. This urgency is also driven by the understanding that companies are navigating unprecedented regulatory and geopolitical complexity in the current environment, which really underscores the need for new ways to address this situation.

In today’s fast-paced and ever-evolving corporate landscape, the alignment of departmental goals with the overarching strategy of the organization is more crucial than ever.

Increasingly, in-house function leaders are looking to AI tools and solutions to find a way to bridge this critical intersection of commerce and compliance.

Yet the Future of Professionals report showed there is a strategic gap in AI usage. While nearly half (48%) of corporate professionals responding to the survey say they expect transformational AI-driven changes within their corporate functions this year, just 19% say that these functions have a departmental AI strategy in place.

In most successful transformations, however, organizations adopt an end-to-end approach that starts at the top and has the AI strategies cascade down directly from overarching enterprise goals to departmental implementation. This ensures that AI is not implemented in isolation but is integrated into the broader organizational strategy, thereby maximizing its potential to drive alignment and strategic contribution.

Empowering corporate functions with AI-driven tech

However, for departments to align their goals with the organization’s strategy, they need to be empowered with advanced technology 鈥� and it鈥檚 up to the C-Suite to drive this empowerment. Corporate management needs to ensure that their in-house functions are equipped with the tools they need to contribute strategically to the organization’s success by enabling new business, driving operational efficiency, and maintaining strict compliance. By leveraging this advanced technology, departments then can move beyond managing costs and demonstrate their strategic value to the overall enterprise.

Not surprisingly, as the report addressed, there are barriers to these efforts, with the two major hurdles being organizational silos and leadership commitments. Silos themselves are a significant challenge to many corporate initiatives that require collaboration and a change of mindset. As our research has shown, when corporate functions implement AI in isolation or without a unified enterprise strategy, they’re going to miss out on the full potential of AI to break down those internal barriers.

As for the commitment from corporate leaders, all of them should first assess where their organizations and key departments sit on their AI adoption journey. The goal should be to craft a custom-tailored AI strategy that will allow each function to secure additional ROI while acting in concert with the organization鈥檚 overall strategy.

All of this serves the greater purpose, because those organizations that can demonstrate a clarity of vision around AI will be the ones reporting better outcomes more quickly. It will be these organizational leaders who foster a culture in which former cost centers are now seen as a growth engine that can drive their professionals and the overall organization forward. For that to happen, however, these leaders must think beyond the technology and focus on how their departments鈥� mindset 鈥� and that of the overall organization 鈥� needs to change.

Achieving mindset shift and cultural change

Not surprisingly, achieving alignment between departmental goals and organizational strategy requires a significant mindset shift and cultural change. Today, there is a growing understanding that in-house functions should not be viewed as cost centers but as strategic business partners 鈥� and this shift in mindset is crucial for fostering a culture in which AI is seen as a growth engine and a tool for achieving strategic goals.

Not surprisingly, achieving alignment between departmental goals and organizational strategy requires a significant mindset shift and cultural change.

In this way, in-house departments can become the type of business partners that can really add value and that can use AI in a manner that will truly empower their ability to achieve these goals. And this mindset shift needs to happen not only among the leaders of the enabling functions, but within the C-Suite itself. If all parts of the organization are focused on how each can create value and how they can leverage AI as a tool to do that, it becomes a powerful accelerator.

AI itself also has a pivotal role to play in aligning departmental goals with organizational strategy by helping corporate functions define value, especially in today’s complex regulatory and geopolitical environment in which departments may have their hands full simply navigating these unprecedented challenges daily.

To demonstrate this, however, departments need to measure their progress as they move away from a focus on cost reduction and towards strategic value creation. Using specific success metrics 鈥� including those that measure a department鈥檚 ability to enhance foresight and prediction and improved decision-making 鈥� departments can demonstrate how each in-house function contributes to the enterprise’s strategic goals.

In fact, many organizations and their in-house functions seem well on their way down this path toward tighter alignment. While there are some corporate executives that are uncertain about AI and the level of change it will bring about, it鈥檚 clear that this is not the time nor the environment to bury your head in the sand.

Looking forward

To aligning departmental goals with the organization’s overall strategy is essential for driving efficiency, fostering innovation, and achieving long-term success. And to make this happen, C-Suite executives need to ensure that each of their corporate functions has its own AI strategy 鈥� one which complements the overall organization鈥檚 key goals. Further, departmental leaders need to develop AI strategies and then encourage collaboration with other function leaders to break down practical barriers and learn from each other.

By empowering functions with advanced technology, adopting a top-down approach to AI implementation, and leveraging success metrics, organizations can ensure that all departments are working towards a common objective and contributing strategically to the overall success of the enterprise.

You can download a copy of the 听here

Key insights:

• • • Efficiency and cost savings are expected 鈥� AI is significantly increasing efficiency and reducing costs in the legal industry, with each lawyer expecting to save 190 work-hours per year by leveraging AI, resulting in approximately $20 billion worth of work-savings in the US alone.

    • Challenges to the billable hour model 鈥� The traditional billable hour model is being challenged by AI advancements, as lawyers are now able to complete tasks more efficiently and quickly, leading some law firms to explore alternative pricing models that reflect the value delivered rather than the time spent.

    • Opportunities for smaller law firms 鈥� AI presents unique opportunities for smaller law firms to differentiate themselves and compete with larger firms, as AI solutions allow smaller firms to access advanced technology without significant investment and deliver innovative pricing models.

The legal industry is undergoing a significant transformation that鈥檚 being driven by the rapid adoption of AI 鈥� a shift that is poised to redefine traditional practices, particularly the billable hour model, a cornerstone of law firm operations.

Not surprisingly, AI is anticipated to have the biggest impact on the legal industry over the next five years, with 80% of law firm survey respondents to 成人VR视频 recently published 2025 Future of Professionals report saying that they expect AI to fundamentally alter how they conduct business, especially around how law firms price, staff, and deliver legal work to their clients.

The $20 billion opportunity

Clearly, one of the most significant benefits that AI will bring to law firms is the potential for increased efficiency and cost savings. Already, almost half (47%) of law firm respondents say their firms are already experiencing at least one type of benefit from AI adoption.

And the benefits of greater efficiency could become a game-changer. On average, each lawyer expects to save 190 work-hours per year by leveraging AI tools and solutions to do work faster and more efficiently. That translates into approximately $20 billion worth of time-savings in the United States legal market alone.

Clearly, this should be seen as an opportunity. Law firms must put into action a strategy to incorporate AI into their existing systems and workflows to reap the benefits themselves and deliver greater value and service to their clients.

More importantly, by embracing AI, law firms will be able to demonstrate to their clients that they have the technological sophistication to be better partners. And when law firms can provide transparency related to the work performed, clients are more comfortable investing in the high-level strategic counsel that those firms provide.

This creates a clear opportunity for law firms to build transformational relationships with their clients and demonstrate their value beyond simply being a vendor of traditional legal services.

The end of an era? Reimagining billable hours in the age of AI

Of course, the advantages of AI don鈥檛 come without challenges as well, and the impact of AI鈥檚 advancement on the billable hour model, a long-standing practice in the legal industry, cannot be underestimated.

Many law firm leaders already are asking: As my firm embraces AI, what does it do to my billing rates and the economics of my firm? And while that’s a fair question, it may not necessarily be the right one, for two main reasons.

First, remember that $20 billion worth of time-savings the industry expects? That will be reinvested by every individual law firm, and this time-investment then can redirect lawyers to higher-value work, better client service, and a stronger focus on firm growth. In fact, law firms with a visible AI strategy are almost four times more likely to experience benefits compared to firms without any significant plans for AI adoption, according to the report.

And that is the second point 鈥� when the work that law firms are doing today can be done at a lower price point, basic economic theory kicks in and demand will go up. Indeed, many in-house legal counsel would be happy to give more work to their favored law firms if the economics are more attractive. This theory of demand expansion will more than compensate for the reform 鈥� not the repeal 鈥� of the billable hour, and the legal industry will continue to grow.

Still, the traditional billable hour still holds sway 鈥� as much as 90% of corporate legal spend on outside law firms involves hourly rates, according to our latest research. Yet, it is encouraging that a growing number of law firms are exploring alternative pricing models that reflect the value delivered rather than the time spent. And a continuation of this shift could lead to more strategic counsel and higher-value work for which clients are willing to pay a higher premium.

Small but mighty: How smaller law firms can win with AI

Another aspect of this AI-fueled challenge to the billable hour is the unique opportunities it offers smaller law firms to differentiate themselves and compete with larger firms. The availability of AI tools and solutions can allow smaller firms to access advanced technology without significant investment.

This means that smaller firms can become more nimble, embrace alternative ways of pricing and delivering legal work that might have been unimaginable to them before. In this way, AI will level the playing field and enable smaller firms to have an opportunity to expand their services and grow market share.

Already, what we鈥檙e seeing in the legal industry is that the level of usage of AI tools among lawyers at smaller law firms is even higher than that of lawyers at larger law firms, underscoring the opportunity for smaller law firms to proactively use AI to differentiate themselves not only from competitors, large and small, but in the minds of clients as well.

Law firm leaders need to take control of their firm鈥檚 future, and that means adjusting how their firm operates 鈥� including their use of the traditional billable hour model 鈥� to better reflect today鈥檚 AI-driven reality. Indeed, leaders need to recognize that embracing AI is no longer a choice, it is a necessity for success in today鈥檚 legal market.

You can download a copy of the here

Key takeaways:

• • • Strategic alignment drives ROI听鈥� Organizations that implement GenAI with a clear, formal strategy aligned to their broader business goals, such as revenue growth or client experience, are able to find stronger ROI measurements than those adopting AI informally.

    • Measuring GenAI requires more than basic metrics听鈥� While many firms currently track simple, internally-focused metrics like cost savings and user adoption, true value from GenAI comes from mapping its use to strategic outcomes such as revenue generation, operational efficiency, and client satisfaction.

    • AI strategy aids measurement capabilities听鈥� Despite increasing adoption of GenAI tools, less than one-quarter of professional services organizations have a visible AI strategy, according to our research, which decreases their ability to properly measure GenAI鈥檚 organizational impact.

At this point of the lifecycle of generative AI (GenAI), most individuals across the professional services world have a conception of what GenAI is and what it can do. Indeed, 96% of respondents had at least a basic understanding of AI principles, according to the 2025 Future of Professionals report, which surveyed corporate, legal, tax & accounting, and government professionals.

With that in mind, most organizations are prepared to take the next step: Making GenAI an integral part of their operations and measuring its direct impact on the organization. It鈥檚 a natural progression, as individual use of publicly available GenAI technologies such as ChatGPT or Claude turns into institutional investment in business-centric tools such as Microsoft Copilot or industry-specific GenAI tools.

Of course, organizational leaders whose teams are using these tools want to see how much these tools really help, and attempt to quantify GenAI鈥檚 return-on-investment (ROI).

However, those that have undertaken the ROI exercise have found that arriving at an answer may be easier said than done for a number of reasons. Many professionals are just beginning with the tools and have not yet fully integrating them into their workflow, which makes the true impact of GenAI harder to measure. Determining the time saved by AI tools requires an intricate knowledge of how these professionals work on a daily basis; and most professional services firms are not yet talking to their outside clients about GenAI, making calculations around business won or client satisfaction next to impossible to compute.

That said, however, there already are some simple ways to start to map GenAI usage to a set of ROI metrics. It starts with knowing what your organization wants to achieve by using GenAI.

Mapping use cases to goals

GenAI, as is the case with all business-oriented technologies, should not be treated as a goal in itself. When determining metrics around AI use, start with the organization鈥檚 primary set of strategic initiatives then extrapolate from there.

For instance, increasing revenue is a way 81% of C-Suite respondents say they measure success, according to the 成人VR视频 Institute鈥檚 recent 2025 C-Suite Survey. GenAI, therefore, should be rolled out with this in mind, with potential use cases for the technology aimed squarely at increasing revenue such as by delivering stronger market analysis and predictive analytics for client issues. If instituted with the larger revenue goal in mind, the ultimate metric for the technology鈥檚 success then is not simply usage, but how well the technology actually contributes to revenue gains.

The chart below from the Future of Professionals Report provides some examples from a law firm perspective of how other organizational goals can lead to ROI metrics, including bolstering the client experience, creating operational efficiencies, and attracting and engaging talent. Other industries such as tax, audit & accounting; government agencies; and courts have their own sets of goals that can be adapted in the same fashion.

GenAI is a powerful tool particularly because of its versatility. While many past technologies aimed at professional services were focused squarely on one or two use cases, GenAI, as demonstrated above, can be adapted to serve a number of different uses and goals. As a result, implementing these use cases 鈥� and crucially, measuring their success 鈥� requires more strategic planning than past technologies.

The importance of strategy

Even with the rate of GenAI adoption continuing to climb, formal AI strategies are not climbing at the same rate. The Future of Professionals report found that just 22% of respondents say their organizations have a visible AI strategy, while 43% say their organizations are moving ahead with adoption despite having no formal strategy in place. About one-third of respondents, meanwhile, say their organizations have no significant plans for widespread adoption.

Unsurprisingly given the above, this lack of strategy has a tangible impact on measurable ROI, particularly as it relates to underlying revenue. The report notes that organizations with a strategic AI plan are almost twice (1.9-times) as likely to already be experiencing revenue growth as a result of their AI investment than those organizations that are adopting AI informally. Similarly, 81% of respondents at organizations with an AI strategy report seeing some sort of positive ROI from AI; only 64% of respondents at organizations adopting AI informally say the same.

Measuring proper ROI from GenAI implementation is not an impossible undertaking, but at the same time, it is not an easy proposition. The 成人VR视频 Institute鈥檚 2025 Generative AI in Professional Services Report from earlier this year found that even of those organizations measuring GenAI鈥檚 impact, the most common metrics were simple and often internally-focused, such as internal cost savings, user adoption, and user satisfaction. Metrics focused on client satisfaction or external revenue generation, meanwhile, were tracked by less than 40% of organizations, according to survey respondents.

That is the wrong way to approach AI measurement, particularly in a professional services landscape that expects GenAI (and soon, agentic AI) to become a central part of the profession鈥檚 workflow within the next five years. If GenAI is becoming so crucial to the organization, then its measurement should be based not on simple technology metrics, but on larger strategic metrics for the organization.

And that means, for organizations without an AI strategy that links to the larger organization鈥檚 overall strategy, the time to begin that planning in earnest for the AI-driven future has arrived.

You can download your copy of the听2025 Future of Professionals Report here

Key insights:

• • • Continuous AI upskilling is critical for a competitive advantage 鈥� Organizations must mandate and incentivize diverse learning approaches. Indeed, professionals with good AI knowledge are 2.8-times as likely to see organizational benefits.
    • Culture of experimentation drives AI success 鈥� Organizations that foster experimentation and adaptability see significantly better results. Professionals who feel encouraged to try new ways of working are nearly twice as likely to see tangible benefits from adoption of AI.
    • Generational differences require tailored approaches 鈥� The research uncovers important generational nuances with Gen Z-aged professionals twice as likely to identify digital literacy gaps among their colleagues while Baby Boomers report lower AI proficiency.

It is not just the rise of AI that is reshaping the future direction of business. Instead, it is how professionals within organizations adapt and thrive alongside this transformative technology. As Steve Hasker, President & CEO of 成人VR视频, recently stated in the 2025 Future of Professionals report: 鈥淎I will not replace professionals, but AI-powered professionals will.鈥�

Indeed, while AI offers immense potential, it is the human element 鈥� including the willingness to learn, adapt, and collaborate 鈥� that will determine whether organizations and their professionals realize AI鈥檚 full value.

The survey research underpinning this year鈥檚 Future of Professionals report reveals insights on the people-related barriers and skill gaps that must be addressed to allow professional services organizations to unlock sustainable innovation and competitive advantage. The report also contains several recommended actions for companies that wish to future-proof their AI-enabled operations.

Here are two of those actions:

Action 1: Mandate and incentivize continuous AI upskilling

Widespread skill gaps in technology and data proficiency have emerged as a critical barrier to realizing the full benefits of AI across professional services, the report showed. In fact, 46% of professionals surveyed report skills gaps within their teams, which include power skills, such as responsiveness and interpersonal communications. In addition, 31% specifically cite deficits in technology and data skills.

These gaps pose significant risks for professionals. As organizations race to adopt AI, those professionals who do not prioritize upskilling risk not only losing their competitive edge but also diminishing the value that they can deliver to clients and stakeholders. Further, while an impressive 96% of professionals say they now have at least a basic awareness of AI capabilities, the majority (71%) still feel unprepared for practical implementation.

In addition, generational differences add further complexity to the upskilling challenge. Gen Z professionals are twice as likely as Baby Boomers to identify insufficient digital literacy among their colleagues, sometimes expressing frustration at their teams鈥� ability to leverage technology for greater efficiency, the research shows. Interestingly, Gen X-aged individuals, who now comprise nearly half the workforce, demonstrates stronger technological engagement than commonly assumed and participate in AI training at rates that often exceed those of their younger colleagues.

In contrast, Baby Boomers self-report lower AI proficiency and engage less in AI-focused learning, which may be understandable given their advanced career stage, However, that still leaves a gap that organizations cannot afford to ignore. Addressing these generational nuances through tailored upskilling initiatives will be essential for organizations seeking to build truly AI-ready teams and ensure sustainable, long-term growth.

The report underscores that the biggest predictor of AI proficiency is engaging in a variety of learning methods, both on an organizational and individual level. This is why companies need to adopt a variety of learning modalities 鈥� including formal training, hands-on experimentation, peer collaboration, and active involvement in AI development 鈥� to enable their professionals to learn and adapt in order for the organization to obtain the full return on its investments.

All of these efforts contribute to greater skill acquisition. Indeed, professionals with good or expert AI knowledge are 2.8-times as likely to see organizational benefits from AI than their less proficient peers.

Action 2: Foster a culture of experimentation and permanent mindset shift

Fostering a culture of experimentation and adaptability, along with an accompanying mindset shift is essential for organizations if they seek to unlock the full potential of AI. Despite rapid technological advancements, resistance to change and outdated professional mindsets remain persistent barriers to progress.

The report research reveals that even though a small percentage of respondents specifically cite mindset gaps 鈥� such as reluctance to adapt and resistance to change 鈥� as major obstacles on their teams, such a disconnect can become a problem. Moreover, there is a growing concern about overreliance on technology with 24% of professionals saying they worry that excessive dependence on AI could limit the development of core professional skills.

The good news is that most professionals are open to new approaches. In fact, 80% report feeling encouraged to try new ways of working; however, this encouragement is not evenly felt across all generations. Gen Z, for example, is less likely than their older counterparts to feel empowered or supported in experimenting with AI and innovative workflows. This highlights the importance of leadership and organizational culture in bridging these generational divides.

Our research also illustrates that fostering a culture that values experimentation and adaptability is proven to deliver results. According to the report, professionals who feel encouraged to explore new ways of working are nearly twice as likely (1.9-times) to see tangible benefits from adoption of AI. This finding underscores the need for organizations to actively promote a growth mindset and provide safe environments for testing new ideas, learning from mistakes, and sharing insights.

In the view of 成人VR视频: 鈥淭his new mindset also requires professionals be willing to experiment, learn from their (and others鈥�) mistakes, and continuously adapt to the rapidly evolving AI landscape.鈥� By prioritizing adaptability and an experimental approach, organizations can ensure their workforce not only keeps pace with technological change but also thrives in an AI-enabled future.

The future of work belongs to those organizations that prioritize people as much as technology and to those professionals who aim to improve their tech prowess. By actively closing skill gaps, nurturing a culture of experimentation, and addressing generational needs, businesses can unlock AI鈥檚 full potential.

As the 2025 Future of Professionals report emphasizes, AI-enabled professionals will gain a competitive edge by boosting both their personal impact and their organization鈥檚 long-term value.

You can download your copy of the听2025 Future of Professionals Report here

Key insights:

• • • UK lawyers see the future first 鈥� 87% of UK legal professionals predict AI will significantly impact the profession within five years, significantly higher than the global average of 79% and positioning British lawyers as particularly prescient about technological change affecting legal practice.

    • Individual AI fluency is becoming the new professional differentiator 鈥� Legal professionals who regularly use AI report better work-life balance, accelerated skill development, and enhanced client value delivery, while those who don’t risk falling behind in an increasingly competitive market.

    • The client relationship is evolving rapidly 鈥� UK corporate legal teams are pioneering AI automation, with 50% expecting high or transformational change in their own departments within 12 months, creating new expectations for external counsel and reshaping how legal services are delivered and valued.

An exclusive preview for Practical Law survey respondents

Being a lawyer in the United Kingdom today means being part of a profession that鈥檚 in the midst of its most significant transformation in generations. While the legal industry has always been defined by precedent and tradition, today’s modern legal professional must also be defined by adaptability, technological fluency, and a willingness to reimagine how excellent legal work gets done.

New market research from the 成人VR视频 Future of Professionals 2025 report reveals that British lawyers are not just witnessing digital transformation 鈥� they’re leading it. The report surveyed 172 UK legal professionals as part of a broader study of 2,275 professionals globally across legal, tax, audit, accounting, and risk & compliance sectors. However, the recent research also exposes a crucial gap that every UK lawyer needs to understand: While they perhaps can see the future more clearly than their global peers, many of them aren’t yet equipped to thrive in it.

UK legal professionals lead global AI adoption despite implementation gaps

UK legal professionals have consistently demonstrated a pattern of embracing technological developments and new ways of working faster than their counterparts in other regions, particularly North America. The latest data shows this trend continuing, with 87% of UK legal professionals saying they believe AI will have high or transformational impact on the legal profession within five years. This outpaces their American legal counterparts at 75% and Canadian legal colleagues at 70%.

This deeper understanding of technological change isn’t just academic 鈥� it’s practical intelligence that’s already reshaping how the most successful UK lawyers approach their careers. Those who understand what’s coming are making different choices about skill development, client relationships, and career positioning. Yet, the research also reveals that while UK legal professionals are quicker to recognize this potential transformation, only 38% say they expect to see transformational change in their own organizations this year. This gap between recognition and implementation creates both opportunity and risk for individual professionals.

What separates tomorrow’s leaders from today’s

The research underpinning the Future of Professionals 2025 report reveals a fundamental truth about the modern legal profession: Individual AI proficiency is rapidly becoming the new differentiator between excellent lawyers and average ones. This isn’t about replacing legal judgment with technology, it’s about augmenting human expertise with tools that enhance accuracy, speed, and strategic insight.

UK lawyers who are already incorporating AI into their daily practice report significant benefits, including:

• • • Enhanced productivity without burnout 鈥� UK legal professionals expect to free up around 150 hours per year within 12 months. This represents enormous value that can be used to achieve greater volumes of work, or be redirected toward higher-level strategic work, business development, or simply better work-life balance.
    • Accelerated professional development 鈥� AI tools are enabling lawyers to handle more complex matters earlier in their careers by providing sophisticated analysis, precedent research, and document review capabilities that traditionally required years of experience to develop.
    • Improved client relationships 鈥� Lawyers using AI consistently report better client satisfaction through faster response times, more thorough analysis, and the ability to provide innovative solutions that purely traditional approaches couldn’t deliver.

In-house teams are changing the game

Perhaps nowhere is the transformation more evident than in UK corporate legal departments. The research shows that 50% of UK corporate legal professionals expect high or transformational change within their own departments this year, compared to just 36% predicting the same level of change within UK law firms. And almost half (47%) of UK corporate legal professionals surveyed say they are now regularly using AI-powered tools to start or edit their work 鈥� about double the rate within UK law firms.

鈥淲e are using chatbots and AI to automate routine operations with a goal to increase efficiency,鈥� says one UK-based respondent from a financial services company. However, it isn’t just about internal efficiency 鈥� AI is set to fundamentally change the relationship between in-house counsel and external law firms.

Indeed, the implications for all UK lawyers are significant:

• • • For in-house counsel 鈥� You’re at the forefront of legal innovation, with opportunities to demonstrate strategic value by implementing AI solutions that drive business outcomes. Your role is evolving from legal advisor to strategic innovator.
    • For law firm lawyers 鈥� Your corporate clients are increasingly sophisticated AI users who expect their external counsel to match or exceed their technological capabilities. The law firms and individual lawyers who can’t demonstrate AI fluency risk becoming less valuable to these forward-thinking clients.

The skills that matter now

The modern UK legal professional needs to develop competencies that didn’t exist five years ago. Based on the research findings and emerging best practices, several skills are becoming essential, including:

• • • AI tool fluency 鈥� Understanding how to effectively use AI for legal research, document analysis, contract review, and strategic planning is crucial. This isn’t about becoming a technologist, it’s about becoming a more effective lawyer.
    • Quality control expertise 鈥� As AI handles more routine tasks, the premium skill becomes knowing how to review, refine, and monitor the quality of AI outputs to ensure they meet professional standards.
    • Strategic application 鈥� The ability to identify which legal tasks benefit from AI assistance and which require purely human judgment. This discernment is becoming as important as traditional legal analysis skills.
    • Client education 鈥� Modern lawyers must be able to explain AI capabilities and limitations to clients, helping them understand how technology enhances (rather than replaces) legal expertise.

The global Future of Professionals research reveals concerning gaps in AI adoption across different professional demographics. For example, Millennials are adopting AI at nearly twice the rate of Baby Boomers, creating potential competitive advantages for younger lawyers while leaving experienced professionals at risk of being perceived as outdated.

Age isn’t destiny, however. The lawyers thriving in this environment, regardless of career stage, share common characteristics, such as a curiosity about new tools, willingness to experiment, and focus on how technology can enhance client or business value rather than simply reduce effort.

Practical steps for the modern UK lawyer

Whether you’re a newly qualified solicitor or a senior partner, certain actions can position you advantageously, including:

1. 1. 1. Understanding security and appropriate use first 鈥� Before using any AI tool, you should understand the critical distinction between public AI platforms and secure, professional-grade solutions. Tools like ChatGPT may be suitable for general research or educational queries, but they should never be used with confidential client data, privileged information, or sensitive commercial details. Always check your firm鈥檚 policies and ensure any AI tools you use meet professional confidentiality and data protection requirements.
      2. Starting to experiment safely 鈥� Once you understand the security parameters, begin exploring AI tools relevant to your practice area, starting with non-confidential applications. The lawyers who will lead tomorrow are those who are learning today, but they’re doing so responsibly.
      3. Focusing on client and business impact 鈥� When evaluating AI tools, you should ask how they enable you to deliver better outcomes for clients or for your business, not just how they make your work easier.
      4. Developing quality standards 鈥� You should create personal protocols for reviewing and validating AI outputs. This expertise will become increasingly valuable as AI use becomes ubiquitous.
      5. Staying professionally current 鈥� It would be smart for you to join discussions, attend seminars, and engage with peers about AI developments in legal practice. Professional competence now includes technological awareness.
      6. Documenting your learning 鈥� You need to keep track of how AI tools improve your work quality and efficiency. This evidence will be valuable for your career advancement and client development conversations.

Professional identity shift

Being a modern legal professional in the UK means embracing a fundamental shift in professional identity. The lawyers who will thrive are those who see themselves not just as legal experts, but as legal problem-solvers equipped with cutting-edge tools.

This doesn’t diminish the importance of traditional legal skills, such as analytical thinking, advocacy, client counseling, and ethical judgment remain fundamental. Rather, it enhances these capabilities with technological tools that amplify human expertise.

The research suggests we’re moving toward a legal profession in which AI fluency becomes as expected as legal research skills or professional writing ability. The lawyers who embrace this evolution early will shape the profession’s future and enjoy competitive advantages throughout their careers.

The choice ahead

Today, every UK lawyer faces a choice about how to respond to this technological transformation. The research reveals that those who engage proactively with AI tools 鈥� learning their capabilities, understanding their limitations, and applying them strategically 鈥� report higher job satisfaction, better client relationships, and more optimistic career prospects.

Those who wait, hoping the transformation will slow or somehow bypass them, risk finding themselves increasingly disadvantaged in a market in which AI-enabled colleagues can deliver superior results more efficiently.

The modern legal professional in the UK has an unprecedented opportunity. British lawyers’ superior foresight about technological change, combined with the UK’s position as a global legal services hub, creates unique advantages for those willing to seize them.

The future belongs to lawyers who can seamlessly blend traditional legal excellence with technological sophistication 鈥� professionals who understand that in tomorrow’s legal marketplace, the question isn’t whether to embrace AI, but rather, how quickly and effectively you can learn to use it in service of your clients, your business, and your career.

This transformation is happening now. So, UK lawyers need to ask themselves: What kind of legal professional will I choose to become?

You can download your copy of the听2025 Future of Professionals Report here

Key insights:

• • • New methods of managing revenue 鈥� Changing technologies will require new ways of looking at revenue management beyond traditional methods of cost recovery

    • The rise of non-hourly billing 鈥� The shift to value-based billing or alternative fee arrangements will be almost inevitable as continued reliance on billable hours could prove detrimental in light of technology鈥檚 promises of increased efficiency

    • Looking for efficiencies and ROI 鈥� Law firms have readily available opportunities to demonstrate a return on their investments in AI by looking at places where revenue is currently being lost to write down, turning otherwise lost time into new potential revenue streams.

While the recently released 2025 Future of Professionals report, published by 成人VR视频, provides in-depth coverage of many of the changes that business professional anticipate or are already experiencing due to the rising influence of AI, the report did not really dive into issues of how AI may impact some of the business management aspects of professional services firms 鈥� specifically around how the pricing of legal services may be impacted by an AI-powered future.

Fortunately, the 成人VR视频 Institute has been closely examining this very issue for some time as part of an ongoing body of work dedicated to the pricing of AI-driven legal services.

This article is intended to serve as a compendium of a few of those pieces to help provide starting points for strategic discussions among law firm leaders around how to develop or adapt strategic plans to meet evolving realities in an increasingly AI-driven legal market.

Focusing on new methods of cost recovery

Law firms are increasingly reliant on advanced technologies, but those technologies can come with fairly significant costs. Traditionally, law firms would seek to recover those costs from their client through various billing mechanisms. However, client resistance and ethical considerations will create challenges for those law firms looking to apply such traditional methods to these new tech tools. Instead of focusing on how to offset the cost of technology, firms should instead be exploring ways that these advanced tools can create new mechanisms to drive revenue.

Indeed, a large component of that exploration will include more experimentation with value-based billing arrangements or alternate fee arrangements (AFAs). Currently, most legal work is billed based on the amount of time the work took to complete. However, as technology increases the speed with which work can be completed, the continued strong reliance on billable hours could have a detrimental effect on law firm billings.

That said, just because the outcome was delivered much more quickly does not mean it necessarily offers less value to the client and therefore should be dramatically cheaper. Law firms will need to pivot to different models to capture and then demonstrate that value. Firms that resist these changing market forces likely risk having their revenue streams fully dependent on their hourly inputs alone. And ultimately, those firms that lag behind risk losing out to more proactive firms that have made strides toward delivering higher levels of service.

Leveraging AI to reclaim lost revenue

Compounding this challenge is the fact that many law firms face a hidden cost due to inefficient workflows. The result of that inefficiency can be seen in the amount of time lawyers worked on behalf of clients but ultimately didn鈥檛 bill them for their services 鈥� a metric commonly known as write-downs.

Indeed, the average law firm partner loses approximately 300 hours of their own time every year due to tasks like correcting associates鈥� mistakes or getting up to speed on legal questions. The cumulative effect of these write-downs can quickly climb into the millions of dollars. Often times, lawyers are correct that clients would not want to be billed for this time; but the challenge, then, becomes how to not spend time on those tasks.

Clearly, AI can help law firms address this problem quickly. Once areas of potential revenue and time leakage are identified, law firms can more readily apply AI solutions targeted to these specific challenges, creating a more direct path to a return on a firm鈥檚 AI investment, and ultimately pushing the firm in a more productive direction.

You can keep current on how AI will impact law firm business model here

Key findings:

• • • AI’s impact on the legal industry 鈥� AI is expected to have the biggest impact on the legal industry over the next five years, with a large majority of law firm respondents anticipating that AI will fundamentally alter their businesses.

    • Lacking a clear AI strategy 鈥� Despite the recognition of AI’s transformative power, nearly one-third of law firm professionals say they believe their firms are moving too slowly on AI adoption, and only about one-in-five say their firms have a visible AI strategy in place.

    • Action plan offers a path to get there 鈥� The new action plan offers clear steps that law firm leaders can take now to build a framework of AI investment and adoption so they can see the competitive advantage of leveraging advanced technology.

Not surprisingly, AI is the single driver set to have the biggest impact on the legal industry over the next five years, according to 成人VR视频 2025 Future of Professionals Report, with 80% of law firm respondents expecting AI to fundamentally alter the course of how they conduct business.

Jump to 鈫�

Future of Professionals Report 2025: Actionable insights for law firm leaders

It is not just speculation 鈥攊n fact, the shift is well underway as almost half (47%) of law firm respondents say their firms are already experiencing at least one type of benefit from AI adoption.

However, for all the widespread recognition of the transformative power of AI and the rapid rate of adoption, there are still many firm leaders that have yet to start thinking about how they should be integrating AI into their workflows. Nearly one-third (32%) of those surveyed say their firms are moving too slowly on AI adoption, and just 22% say their firms have a visible AI strategy in place.

You can download your copy of the 2025 Future of Professionals Report here

And that could be a problem for laggard firms, because the research shows definitively that those law firms with an AI strategy are more likely to see benefits and a return on investment (ROI) than those firms without a plan. That gap 鈥� between those law firms with an AI strategy and those without one 鈥� exposes some serious risks for those law firms that have been slow to embrace technology as a strategic priority. The results of this gap could redefine law firm business models and create significant growth opportunities for firms that are effectively leveraging AI.

Clearly, strong guidance is needed for law firms to develop a well-defined strategy that will allow them to move forward in an increasingly AI-driven legal market. In a new paper, , specifically tailored to law firm professionals, we offer clear steps that law firms can take to build a framework of AI investment and adoption so they can see the ROI and competitive advantage of leveraging advanced technology.

This action plan draws from the perspectives of almost 1,000 law firm professionals 鈥� including partners, associates, lawyers, and paralegals from across the globe as well as clients 鈥� and discusses in detail how law firm professionals can align their AI strategy with their overall firm strategy and not just focus on improving operational efficiency.

Today, we鈥檙e entering a brave new world in the legal industry, led by rapid-fire AI-driven technological changes that will redefine conventional notions of how law firms operate, rearranging the ranks of industry leaders along the way.

The plan also talks about how law firms need to prioritize their early AI initiatives by, for example, creating two or three high-impact, high-feasibility pilot projects. This would help them similarly create a viable data strategy that includes having ways to manage, secure, and leverage data assets. The plan also outlines the importance for firms to invest in talent and training, while identifying any skills gaps among their professionals.

While the action plan describes many more such initial steps, it also details the ways firms can develop their AI roadmap and plot its objectives to specific use cases to help demonstrate early success and achieve firmwide goals.

鈥淭oday, we鈥檙e entering a brave new world in the legal industry, led by rapid-fire AI-driven technological changes that will redefine conventional notions of how law firms operate, rearranging the ranks of industry leaders along the way,鈥� said Raghu Ramanathan, President of Legal Professionals at 成人VR视频. 鈥淭he insights in this action plan and the overall Future of Professionals Report serve as a guide on how not just to adapt, but to lead.鈥�

Using these resources, law firm leaders will be better able to take control of their firms鈥� future, recognizing that embracing AI is no longer a choice 鈥� it is a necessity for success in today鈥檚 evolving legal landscape.

You can download

a full copy of the here

Key findings:

• • • AI’s impact on corporate functions 鈥� The vast majority of professionals in various corporate enabling functions 鈥� legal, risk, trade, and tax, audit & accounting 鈥� say they expect AI to have a high or even transformational impact on their work.

    • Many organizations lack a clear AI strategy 鈥� While almost half of professionals say they expect AI to bring transformational or high levels of change within their departments this year, less than one-in-five say their departments have an AI strategy in place.

    • Importance of talent development 鈥� Effective AI deployment requires significant investment in talent, our research shows, with ongoing training and skill development being crucial for maximizing AI investment.

Not surprisingly, AI is the single driver set to have the biggest impact on corporate work over the next five years, according to 成人VR视频 2025 Future of Professionals Report, with 81% of corporate professionals saying that they expect AI to fundamentally alter the course of how their internal functions operate.

Jump to 鈫�

Future of Professionals Report 2025: Actionable insights for corporate leaders

It is not just speculation 鈥� the shift is well underway as more than half (55%) of corporate respondents say their organizations are already investing in new AI tools. This strong involvement indicates a clear understanding that AI has the potential to streamline operations, improve decision-making, and generate significant efficiencies across all departments.

You can download your copy of the 2025 Future of Professionals Report here

However, despite this widespread recognition of the transformative power of AI and the rapid rate of adoption, there are still many corporate professionals that have yet to start thinking about how AI can be integrated into their workflows. Just 19% of respondents said their internal departments have an AI strategy in place 鈥� and that could be a problem for laggard departments. Our research shows definitively that those organizations with well-defined AI strategies are almost four times as likely to see benefits than those organizations without a comprehensive AI strategy.

Without a solid roadmap, even if an organization made large investments in AI, those outlays could become scattered and underused, wasting resources and resulting in missed opportunities.

Clearly, strong guidance is needed for corporate leaders to develop a well-defined AI strategy that will allow them to move their organizations forward in an increasingly tech-driven environment. In this new paper, , specifically tailored to professionals within internal corporate functions, we offer clear steps that department and C-Suite leaders can take to build a framework of AI investment and adoption so their corporate teams can bring demonstrable added value to their organizations by leveraging advanced technology.

This action plan draws from the perspectives of more than 600 professionals within corporate legal, risk & compliance, and tax & accounting departments as well as respondents within global trade and the wider corporate C-Suite. Responses were spread across more than 50 countries around the globe.

Those organizations adopting this holistic approach… will not only survive but thrive, [and] they will redefine professional services, turning functions often seen as cost centers into strategic value drivers.

Some of these actionable insights outlined in this paper discuss how corporate teams should focus on assessment principles by aligning their AI strategy with their overall organizational and departmental strategies while establishing a clear approach to managing and securing company data. Teams also should prioritize early AI initiatives by identifying two or three high-impact, high-feasibility pilot projects that address critical pain points for the team, such as contract analysis, regulatory monitoring, or tax provision automation. Then, they should define key performance indicators (KPIs) to track the success of such initiatives.

Critically, the paper urges organizations to establish strategic principles by investing in talent and training, while identifying any skills gaps among their professionals. As our research makes clear, effective AI deployment requires significant investment in both technology and corporate talent. Ongoing training and skill development are crucial for maximizing AI’s ROI 鈥� because tomorrow鈥檚 corporate professionals must be prepared to operate AI tools and critically assess outputs while building the judgment necessary for proper compliance.

“Those organizations adopting this holistic approach 鈥� combining strong AI strategies with comprehensive talent development and a relentless focus on strategic deployment and measurable outcomes 鈥� will not only survive but thrive,” says Laura A. Clayton McDonnell, President of the Corporates business segment at 成人VR视频. “They will redefine professional services, turning functions often seen as cost centers into strategic value drivers.”

Our research strongly underscores the importance of a well-defined AI strategy, comprehensive talent development, and a focus on strategic deployment and measurable outcomes. Organizations that embrace these principles will thrive by striving to turn corporate functions into strategic value drivers as they gain a competitive edge in an increasingly AI-driven future.

You can download

a full copy of the here