How employees feel about AI
Check out our previous research findings on AI adoption from a survey of 4,000 knowledge workers across the UK, USA, Canada, and Germany.
The AI fault line: Why some businesses thrive while others struggle
AI is transforming the workplace, but not every organisation is benefiting equally. Our latest research reveals a stark divide in leadership experiences with AI.
Key findings from 900 global leaders
Respondents identified themselves as leaders responsible for AI adoption throughout their organisations.
42% of leaders believe their company's AI claims are exaggerated.
These AI 'sceptics' report higher risks, weaker outcomes, and more fear around job loss. By contrast, 'realist' AI leaders reported improved work quality, faster delivery, and higher output.
The amount of implementation spend is not the key to AI success.
Similar investment between 'sceptic' and 'realist' leaders suggests there's more to success than spend. 34% of 'sceptic' leaders spent £1m-£10m in the last 12 months versus 31% of realists.
Culture has a greater impact on successful AI outcomes.
Organisations that approach AI as a high-pressure obligation struggle, while those that experiment responsibly unlock real value.
Training makes the difference.
Leaders with access to structured AI education reported more confidence, fewer ethical concerns, and stronger adoption.
AI adoption is splitting workplaces in two: for some it's a growth engine, for others a culture of fear.
Jon Mort
CTO, The Adaptavist Group
The AI fault line: Hype versus reality
Our survey of 900 AI leaders across the UK, US, Canada, and Germany found distinct groups:
'Sceptic' leaders (42%):
- Believe their company's AI claims are over-inflated
- Feel pressure to adopt AI quickly, often without sufficient training
- Report higher ethical, accuracy, and job-related concerns
'Realist' leaders (36%):
- Don't believe their company's AI claims are over-inflated
- Have received structured training and support to experiment
- Report tangible productivity gains and reduced risk
How the differences play out
Looking at the value that AI is bringing to organisations, here's how 'sceptic' and 'realist' leaders report the benefits they've seen. 'Realists' are, across the board, more likely to report improved quality and increased output, and a significantly higher likelihood of time savings.
| Value reported | 'Sceptic' leaders | 'Realist' leaders |
|---|---|---|
| Improved work quality due to AI | 43% | 58% |
| Time savings due to AI | 36% | 61% |
| Increased output due to AI | 35% | 48% |
Bold claims = weak gains?
The complexity of the labels applied throughout the report become clear as we start to dig into these differences in reported value. Questions flow:
- Are the 'sceptics' simply applying a more critical lens than their 'realist' peers?
- Are the 'realists' in fact overly optimistic?
- Are the organisations with 'overinflated' AI claims hiring 'sceptic' leaders or creating them?
Several other findings emerged which we believe combine to explain the differences in attitudes and outcomes that may push leaders towards becoming 'sceptics'.
Symptoms of a poor culture for successful adoption
'Sceptic' leaders are reporting troubling things about the culture in which they are being asked to deliver AI adoption, including no training, job security concerns, fear of repercussions about AI usage, inability to experiment, and pressure-driven adoption.
Here's some of what 'sceptic' leaders are reporting:
84%
encourage AI usage because they feel they should, versus 58% of 'realists'.
59%
have received no formal AI training, versus just 16% of 'realists'.
66%
say their organisation discourages AI experimentation, versus 16% of 'realists'.
42%
hide their AI use at work, versus 6% of 'realists'.
67%
worry that AI adoption threatens jobs, compared to just 10% of 'realists'.
80%
say their organisation is leveraging AI to reduce headcount, versus 39% of 'realists'.
Leaders pushed to 'just adopt' at breakneck speed, without the right training or support, are far more likely to find themselves in a culture of fear around AI.
Jon Mort
CTO, The Adaptavist Group
Fear, risk, and ethical challenges
'Sceptic' leaders also report greater concerns over a number of key AI issues. These issues are connected to real risks that need to be understood and managed as part of healthy AI adoption. The lower levels of concern among the 'realists' hints at the informed risk-taking that can be made possible through proper training.
Job losses
'Sceptics' are 3.5x more likely to fear job losses.
Plagiarism and ethics
74% of 'sceptics' are concerned about plagiarism in AI, versus 37% of 'realists'.
AI hallucinations
72% of 'sceptics' worry about AI hallucinations versus just 21% of 'realists'.
Bias concerns
70% of 'sceptics' express concerns about bias in AI versus 22% of 'realists'.
Job losses
'Sceptics' are 3.5x more likely to fear job losses.
Plagiarism and ethics
74% of 'sceptics' are concerned about plagiarism in AI, versus 37% of 'realists'.
AI hallucinations
72% of 'sceptics' worry about AI hallucinations versus just 21% of 'realists'.
Bias concerns
70% of 'sceptics' express concerns about bias in AI versus 22% of 'realists'.
To unlock AI's true value, organisations must slow down enough to experiment responsibly, invest in training, and create an environment where both people and technology can thrive.
Jon Mort
CTO, The Adaptavist Group
Want to ensure your AI leaders are supported?
Adaptavist, part of The Adaptavist Group, offers a half-day AI Essentials training workshop. Reach out via this form, and we'll get back in touch shortly.
What can leaders do now?
With billions being poured into AI, organisations must acknowledge that investment alone is not enough to secure successful outcomes for AI implementation. We'd invite leaders to explore whether the symptoms of the 'sceptics' are present in their organisation and whether the proper culture has been established to allow new technology to safely flourish in their organisations.
Culture, training, and the leadership approach play significant roles in whether AI becomes a competitive advantage or a costly misstep.
With AI rollouts accelerating globally, companies must ask:
- Are we asking too much of AI implementation without properly supporting the employees responsible?
- Have we invested in training and experimentation culture to understand how to get the best from our AI investments?
- Are we considering the human implications of our approach, both for employees and for customers?
The right approach can turn AI from a source of fear into a strategic advantage where time is gained, quality is improved, and employees feel that their skills are developing due to AI.
Want to ensure your AI leaders are supported?
Adaptavist, part of The Adaptavist Group, offers a half-day AI Essentials training workshop. Reach out via this form, and we'll get back in touch shortly.