After a period of high expectations and rapid experimentation around artificial intelligence, business leaders are increasingly adopting a more realistic and pragmatic approach. The latest research from the Capgemini Research Institute shows that AI is no longer just a fashionable experiment and is beginning to genuinely support decision-making at the executive level.
The reports “The multi-year AI advantage: Building the enterprise of tomorrow” and “How AI is quietly reshaping executive decisions” illustrate how organizations are entering the next stage of using this technology. As 2026 approaches, it is becoming increasingly clear that the full value of AI does not come from implementing tools alone, but from mature decisions regarding governance, skills, accountability, and the quality of collaboration between humans and technology.
No longer a showcase of possibilities – AI now has real responsibilities
Artificial intelligence is increasingly moving beyond pilot projects and technology demonstrations. According to Capgemini Research Institute research, business leaders have begun using AI in practice, including in decision-making processes at the highest levels of management.
More than half of CXOs say they already use AI to support their strategic decisions, mainly in areas such as analysis, market research, and information management. This clearly indicates that the technology has been integrated into real management processes and is no longer functioning solely as a supporting tool.
Companies are calculating, prioritizing, and abandoning projects – AI enters a phase of consolidation
As their approach to AI matures, organizations are becoming more deliberate in managing their portfolios of initiatives. Instead of developing many parallel projects, they are focusing on those that deliver measurable business value.
Nearly two-thirds of companies report that they are suspending lower-potential projects in order to redirect resources to areas with the greatest impact. At the same time, two-thirds of business leaders admit that failing to scale AI quickly compared with competitors could mean losing strategic opportunities and market advantage.
This shows that AI-related decisions are no longer experimental—they are becoming part of serious competitive strategy.
Productivity alone is not enough – AI now serves much broader goals
The way organizations measure the success of AI implementation is also changing. Cost reduction and productivity improvements are no longer the only benchmarks.
Organizations are increasingly evaluating AI through its impact on:
- Revenue growth
- Risk management and regulatory compliance
- Knowledge management
- Customer experience quality
This shift demonstrates that AI is beginning to be seen as a tool supporting long-term growth and business resilience, rather than simply a method of optimizing operations.
Not just generative AI – organizations are increasingly exploring AI agents
Although generative AI is gradually moving beyond the testing stage, organizations are simultaneously exploring more advanced models for using the technology.
According to the report “The multi-year AI advantage: Building the enterprise of tomorrow”:
- 38% of companies already use generative AI operationally
- Six out of ten organizations are actively exploring agent-based AI systems
These solutions can support decision-making and perform tasks in a more autonomous way, while still maintaining human oversight. The scale of interest suggests that organizations increasingly view AI as a permanent capability embedded within the functioning of the company.
The technology is ready – organizations are not fully prepared yet
However, the growing use of AI also highlights organizational barriers. Two-thirds of CXOs admit that clearer governance and accountability frameworks would help them better use AI in decision-making processes.
Leaders are also increasingly aware of the importance of control over key resources. More than half of organizations now prioritize data sovereignty, aiming to maintain full control over sensitive and regulated data.
In response to these challenges, companies plan to accelerate investments in AI in 2026, focusing on fundamental areas such as:
- infrastructure
- data management
- governance frameworks
- workforce skills development
On average, organizations say they plan to allocate 5% of their annual business budgets to AI initiatives in 2026, compared with 3% a year earlier.
“We have entered a new, more pragmatic phase of AI-driven transformation focused on long-term, scalable implementations. The question is no longer whether to use AI, but how to embed it into the DNA of the organization,”
says Przemysław Struzik, Director Strategy & Transformation Consultant (Business Services) at Capgemini Poland.
Humans remain in charge – but no longer alone
Although AI increasingly supports leaders in analysis and forecasting, responsibility for decisions still rests with humans.
Research shows that trust in AI for decision-making remains limited. Only 41% of CEOs, CFOs, and COOs declare an above-average level of trust in the technology in this area.
Furthermore:
- Only 1% of leaders believe AI could autonomously make strategic decisions in the coming years.
- Only 11% of CXOs publicly communicate that AI is used in their business decision-making.
This clearly indicates that the key challenge of the next phase of AI development is not replacing humans with technology, but building a mature and responsible partnership between the two.
“Technology alone is not enough. The success of AI today depends on the fundamentals: data, data security, governance, skills, and the willingness of leaders to take responsibility for how it is used. These are the elements that will translate AI’s potential into lasting business value,”
adds Przemysław Struzik, Director Strategy & Transformation Consultant (Business Services) at Capgemini Poland.
