The AI Adoption Gap: Why Most Organizations Struggle to Turn Use Into Value

Artificial intelligence adoption in business continues to accelerate, but its strategic impact remains uneven. According to McKinsey’s 2025 global survey, 88 percent of organizations now report using AI in at least one business function, yet only around one-third say they have begun scaling AI programs across the enterprise, where measurable value is typically realized.

This gap between experimentation and execution is echoed elsewhere. Data from IBM’s Global AI Adoption Index shows that around 42 percent of organisations have actively deployed AI beyond pilot projects, while a significant proportion remain in exploratory or trial phases. Together, these findings point to a persistent maturity gap, where adoption is widespread but operational confidence, governance, and value realisation lag behind.

In this context, Richard Wood stands out as a future of work speaker with practical experience helping leaders translate emerging technologies into strategic advantage. His work focuses on empowering leadership teams to move beyond fear, build confidence through engagement, and align technology initiatives with organizational priorities.

In this exclusive interview with the Champions Speakers Agency, Richard Wood explores how senior teams can equip their organizations to embrace change, why hands-on leadership matters in technology adoption, and what it takes to prepare people and culture for the future of work.

Question 1: From a leadership perspective, how can organisations move beyond fear-based narratives and enable teams to engage confidently with AI in their day-to-day work?

Richard Wood: “The best way to approach this is to get hands-on. Depending on current needs, there may be individual requirements, team-level priorities, or staffing challenges, such as training or CPD.

“Organizations should look at the AI tools and systems available and educate themselves in ways that connect directly to their roles, responsibilities, and workflows.

“It is about using the tools and aligning them with business challenges, targets, and goals. Getting hands-on quickly removes concerns and uncertainty and helps leaders and teams understand where the real opportunities lie.”

Question 2: Why is it critical for senior leadership teams to gain first-hand experience with AI, rather than delegating adoption solely to technical or specialist functions?

Richard Wood: “AI represents a significant paradigm shift. It is important that senior leaders and decision-makers fully understand the opportunity in front of them. AI is a powerful leverage tool, but on its own it has no inherent value. The value comes from how it is used to support specific goals and outcomes.

“Leaders who actively use these tools and understand how to apply them effectively will significantly accelerate results and progress towards objectives. The biggest risk is adopting AI without clarity or strategy, which can simply accelerate existing problems rather than solve them.”

Question 3: For organizations concerned about cost and return on investment, what practical and scalable approaches can leaders take to embed AI in a way that delivers measurable value?

Richard Wood: “Cost of adoption comes up frequently. The first step should always be clarity around organizational context. Leaders need to understand the size of the organization and what they are trying to achieve, as this informs any meaningful audit process.

“AI audits can help identify quick wins, such as efficiency improvements, enhancements to business models, or better ways to deliver value to customers. Working with experts aligned to the organisation’s objectives is a strong starting point.

“Leaders might begin with a small team keen to experiment, running early workflows that replace manual processes. For example, managing online reviews is often time-consuming, but can be automated with a simple AI workflow. This allows teams to see tangible benefits quickly and cost-effectively.

“From there, results can be shared, teams can collaborate, leaders can take ownership, and broader conversations can begin, always returning to return on investment.”

Question 4: When you speak to leadership audiences, what mindset shift do you believe is most important for organizations navigating AI-driven change?

Richard Wood: “The most important shift is embracing the fact that AI is here and recognizing its impact across technology and business. Leaders should feel inspired and excited rather than fearful.

“A helpful metaphor is to think of AI as a large wave. Change can either be seen as a threat or an opportunity. Leaders can resist it and be overwhelmed, or they can face it directly and learn how to ride it.

“Open-mindedness is critical. Minds, like parachutes, work best when they are open. Leaders should engage hands-on and consider how AI affects their organisation from a business perspective.

“It is also important to recognise that AI is not relevant for every situation. Human connection still holds immense value, particularly in in-person experiences such as events, festivals, and live performances. However, even in those contexts, AI can play a role in targeting, marketing, and ticket sales.

“Ultimately, it is about recognising that there is a place for AI and approaching it with confidence and enthusiasm.”

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This exclusive interview with Richard Wood was conducted by Tabish Ali of the Motivational Speakers Agency.