It’s normal for excitement to fade over time with any new technology. As we finish a year of the State of Generative AI in the Enterprise survey, we can see that this pattern is true for Generative AI (GenAI).

Because of all the attention GenAI is getting, businesses are now at a stage where both the advantages and challenges of using GenAI are clearer. In a recent Deloitte TECHTalks podcast, we discussed both sides and what they mean for companies trying to get the most out of GenAI. Here’s a summary of some of our thoughts.

From speed to scaling

A recent survey shows that while GenAI is advancing quickly, organizations are still moving at their own pace. For many businesses, scaling up their GenAI projects is still a work in progress. Right now, more than two-thirds of those surveyed say that only 30% or less of their current experiments will be fully scaled in the next three to six months.

It’s true that companies are getting better at using GenAI, and they’re investing in the technology needed to make it work. Over the past year, many companies believe they’ve improved the areas of technology infrastructure needed for GenAI. But what’s slowing down scaling?

One reason could be that many executives don’t fully understand GenAI. Since GenAI involves many parts of a business, top executives should be more involved in its adoption. However, even though many executives want to learn more about GenAI, they still can’t use their leadership to drive the adoption of these technologies throughout the company.

Another issue is that AI technology is moving faster than big businesses can adapt. The models are improving faster than expected, and some companies are having a hard time keeping up. Some executives are excited about the potential of the technology to add business value, but they may also feel frustrated by the many projects that haven’t yet scaled.

To speed up scaling, executives should be clear about their GenAI strategy and goals. What do they want to achieve? Is it productivity, cost savings, growth, innovation, or speed? How will they measure success? Many leaders are focused on creating new markets, offering more value to customers, and using technology to drive growth, not just efficiency. By focusing on the strategic value of GenAI, executives can better decide which projects to focus on and scale.

The Human Element

GenAI is becoming a common topic in both business and society. This has led to two groups forming within organizations: “fearers” and “reverers.” Fearers are employees who don’t fully understand the technology and worry that GenAI will replace jobs or even humanity. Reverers are employees who are excited about using GenAI but might not always use it properly or safely for the business.

To address this, organizations need to help workers get more familiar with GenAI tools. This means giving them access to the technology in a safe way so they can learn to use it effectively, while also understanding its limitations and risks. However, surveys show that less than 40% of employees have access to GenAI tools, and fewer than 60% of those who do use it daily.

Giving workers access to GenAI tools can do more than just reduce fear and misuse—it can also lead to innovation. Sometimes, the best ideas come from employees experimenting with new tools, not just from management. Many companies are discovering that this can be a great way to drive creativity.

Business leaders are realizing that workers will need significant training to fully benefit from GenAI. Basic tech skills are important, but workers will also need broader knowledge to use these tools in ways that improve lives.

The Role of Risk

Survey responses show that regulation, managing risks, and compliance are major challenges in developing and using GenAI tools. This is understandable, as GenAI is still new, and its risks can be hard to identify and measure.

However, ignoring GenAI is not an option for businesses that want to stay competitive. The question isn’t whether to use GenAI, but how to use it in a way that keeps risks within acceptable limits. Risk officers, compliance officers, and HR leaders should focus on what they can control, like preparing the organization for things like data privacy, risk management, and compliance.

Executives and board members need to deeply understand GenAI’s capabilities and the speed at which it’s evolving. This will help them assess risks, such as how data is stored and used in training AI models. A higher level of understanding is needed for these discussions compared to past technologies.

Getting to the Real ROI

Although the path to fully using GenAI is slower—64% of organizations have fewer than 20 GenAI experiments—these experiments are more focused. This suggests companies are carefully testing GenAI’s capabilities to see how it can help their business. Many are now exploring new areas like “agentic AI,” which can complete tasks with little or no human input.

These experiments are increasingly focused on key business areas, not just personal productivity. Three-quarters of respondents believe they’re seeing value from the most advanced GenAI initiatives. So, a slower journey to scaling GenAI doesn’t mean less excitement. In fact, it shows that by taking the right steps now, the return on investment (ROI) will come in time.

Published: 14th May 2025

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