#Deloitte
5bookmarks tagged with "Deloitte"
across 1 category: AI & Public Opinion
State of Generative AI in the Enterprise Q1 2024
deloitte.com • Oct 17, 2025 • AI & Public Opinion
Deloitte inaugural quarterly survey tracking GenAI adoption in enterprises. Documents high expectations alongside pressure to quickly realize value while managing risks. Identifies governance, talent, and potential economic inequality as greatest areas of concern for enterprise leaders.
resources:State of Generative AI in the Enterprise Q2 2024: Getting Real About Generative AI
deloitte.com • Oct 17, 2025 • AI & Public Opinion
Deloitte quarterly survey exploring how organizations turn GenAI potential into reality. Tracks trends in use cases, sentiment, adoption, and implementation challenges. Documents transition from experimentation to practical deployment across enterprise functions.
resources:State of Generative AI in the Enterprise Q3 2024: Moving from Potential to Performance
deloitte.com • Oct 17, 2025 • AI & Public Opinion
Deloitte survey of 2,770 AI-savvy business and technology leaders across 14 countries examining GenAI scaling challenges. Focuses on data governance, risk, and compliance as critical factors. Documents how organizations navigate challenges and measure value from GenAI initiatives.
resources:State of Generative AI in the Enterprise Q4 2024: Generating a New Future
deloitte.com • Oct 17, 2025 • AI & Public Opinion
Deloitte survey of 2,773 director- to C-suite-level respondents across 14 countries tracking GenAI adoption. Finds 74% of most advanced GenAI initiatives meeting or exceeding ROI expectations. Documents regulation and risk as top barrier (10pp increase from Q1). Cybersecurity leads in ROI with 44% surpassing expectations. 26% exploring autonomous agent development.
resources:Insights from the Leading Edge of Generative AI Adoption
deloitte.com • Oct 17, 2025 • AI & Public Opinion
Deloitte comprehensive report examining GenAI adoption among leading-edge organizations. Documents lessons learned from early adopters, successful scaling strategies, and organizational changes required for value creation. Emphasizes that scaling and value creation requires sustained effort beyond initial pilots.
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