AI in 2026: What the C suite is – and should be – planning

UK leaders accelerate AI adoption

AI’s potential goes way beyond generative productivity hacks, and the C-suite is now tuned in to how it can lead their tech transformation ambitions, growth strategy and resilience planning. In the UK, executives are betting big on AI and reshaping their organisations to deliver tangible value.

Our report shows that 85% of UK organisations now have a dedicated technology transformation strategy, which is 11 points higher than the global average. Top of the priority list for that technology investment is AI, accounting for more than a fifth of the budget for 20% of UK organisations.

This is a clear recognition that digital capability is becoming essential to staying competitive. The shift is reshaping organisational structure, too. Nearly nine in ten senior leaders say they have already restructured teams to support AI adoption, highlighting the scale and seriousness of this shift.

There’s a unique set of circumstances at play which powers this momentum on several fronts. First, the case has been successfully made for AI’s potential as a growth engine; decision-making, data analysis, commercial models and more are all beginning to experience the transformative capability of AI. Second, there’s an urgency to realise AI’s potential; not just from the perspective of gaining a competitive advantage and delivering the growth it promises but to combat the existential threat it poses to some organisations. Finally, employees are also adopting AI tools from the bottom up, accelerating change faster than many predicted.

The governance gap

These factors also reveal a gap. While businesses are investing heavily in AI, we know that critical elements of successful adoption such as responsible AI, governance, and change management remain lower on the priority list. This is significant because organisations that get the most value from AI tend to have strong governance in place. Responsible AI is not simply a compliance task, it has been shown to play a central role in maximising ROI, maintaining trust, and protecting against data or ethical risks. Even a single AI related misstep, or the perception‑related misstep, or the perception of one, can quickly undermine confidence.

Building the foundations for responsible and scalable AI

UK leaders are also looking at their technology capabilities in a broader sense. Other key levers that strengthen digital resilience feature highly in priority lists: high quality data, data infrastructure and robust cybersecurity are receiving notable executive attention. As organisations digitise more processes and adopt AI at pace, their exposure to cyber threats grows. The growing casualty list of ‑quality data, data infrastructure and robust cybersecurity are receiving notable executive attention. As organisations digitise more processes and adopt AI at pace, their exposure to cyber threats grows. The growing casualty list of high incidents have shown just how disruptive and costly these attacks can be. This is why cybersecurity and data quality now sit firmly at board level. Without good quality data, organisations risk unreliable outputs and missed opportunities‑profile incidents have shown just how disruptive and costly these attacks can be. This is why cybersecurity and data quality now sit firmly at board level. Without good quality data, organisations risk unreliable outputs and missed opportunities.

Look at it this way: if AI is the engine which powers growth, data is the fuel which allows it to run successfully, then governance is the seatbelt which protects the inhabitants of the vehicle. 

AI’s workforce impact: growth, not reduction

The workforce impact of AI is another major theme. Contrary to long‑standing fears about job losses, leaders report that AI is creating more roles than it displaces. New jobs are emerging in areas such as AI governance, data science, and cyber security. At the same time, demand for upskilling is rising sharply. The most successful organisations will combine investment in people alongside their technology focus. Even a mature AI strategy still needs well-trained people who can use new tools effectively and adapt to shifting business needs.

What’s clear to us from our research is that AI has moved well beyond the initial exploratory and experimentation stage. C-suite leaders are grasping the opportunities it presents and tuning their technology to business use cases that offer real-world growth and competitive advantage.

Building and maintaining successful momentum is about more than just a killer tech platform, however. For it to truly deliver value, C-suite executive organisations can’t afford to neglect critical support systems.

That means pairing AI ambition with strong data foundations, responsible governance, and a skilled, adaptable workforce.

In a period defined by uncertainty and sudden changes, AI offers the opportunity to rewrite the organisational rule book and change what it means to be ready and willing to seize new opportunities.