FOUNDATION FRAMEWORK leaders ( 76 %) think organisations will be at a competitive disadvantage if they do not invest in AI . Yet 30 % felt not enough was being invested by their businesses in AI tools . Similarly , while nine in ten felt offering training to ensure safe , ethical and effective use was important ( 89 %), and a similar proportion ( 87 %) felt businesses should train teams to utilise AI tools in order to protect jobs , only a third reported substantive awareness of their company offering such training and only two fifths said their businesses had a specific learning and development programme .
Susan Taylor Martin , CEO , BSI , said : “ BSI ’ s International AI Maturity Model paints a positive but nuanced picture of a world excited about AI ’ s potential and its promise as a force for good . Some countries and some sectors are pulling ahead while for others there is a journey still to go on to build trust and confidence . Investment in standards , training and assurance is key as AI becomes integral to the future of life and work .
“ While the Model shows diverging paths thus far on AI , its mass adoption and integration into work and life is a marathon , not a sprint . Success is not about being first , but about building trust . BSI is committed to playing a role in shaping the guardrails for the safe and ethical use of AI , which will help businesses globally respond to embrace AI to build a positive future for all .”
Notably , under half of businesses have an AI strategy ( 44 %) – falling to just 28 % in the Netherlands and 21 % in Japan . More positively , 93 % globally recognise the importance of an ethical approach to AI . BSI recently published the first international AI management system standard ( BS ISO / IEC 42001 ), along with a package of measures designed to enable the safe , secure and responsible use of AI . However , only one in three ( 29 %) were aware of significant moves by their business to implement such policies and processes .
BSI also explored where leaders see scope for AI , with 55 % saying the key opportunity is around improving productivity and efficiency , closely followed by improved customer service ( 46 %). A quarter see it as a tool to reduce reliance on contractors or consultancies , while nearly two fifths ( 38 %) expect AI to support the management , measurement and reporting of sustainability goals , and 40 % expect to use it to support cybersecurity . Under a third globally ( 31 %) anticipate AI changing or replacing specific job functions .
There are clear differences between sectors . Healthcare trails with 40 % in the sector saying their employer is not currently investing in AI – compared with just 4 % in technology roles . This is despite a high level of optimism within healthcare for AI to improve efficiency and productivity ( 62 %) compared with more tentative responses from transport ( 51 %), retail ( 53 %) and agriculture leaders ( 46 %).
The research finds that 83 % globally recognise the importance of informing their supply chain about AI use , and 82 % say the same about customers . However , only a third say their business is providing a significant volume of information to the supply chain about AI use , and just 26 % are informing customers about their AI usage to the same extent .
The vast majority , in all markets and sectors , believe businesses should promote and support innovation in society , with strong recognition for the role they play to inspire trust in AI in their wider ecosystem , especially in innovation-focused sectors like life sciences ( 94 %) and technology ( 91 %). Slightly fewer say AI tools should be embraced even if some jobs change or are lost ( 72 %), highlighting an awareness of , and perhaps some trepidation towards , the changing workforce . Two thirds ( 65 %) agree innovation is more important than protecting existing jobs – dropping to 37 % in the UK , 38 % in France and 38 % in healthcare .
BSI ’ s research draws together four key takeaways exploring how businesses can act to shape trust in AI across their ecosystems and wider society , so AI can be realised as a force for good . These include :
• Think long-term : Look at AI as part of your wider business strategy – once the foundations are in place , businesses can optimise and evolve their AI strategy as technology advances .
• Businesses and policymakers should collaborate across borders : The goal must be to innovate with AI , but to do so safely . Alongside regulatory routes , cross-border collaboration can offer necessary protections .
• Move from intention to action : Instil trust in AI by clarifying priorities and accelerating progress towards them .
• Lead and inspire : Set the standard for an AI future in which the technology is a force for good . �
Susan Taylor Martin , CEO , BSI
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