- Chapters
- descriptions off, selected
This is a modal window.
Beginning of dialog window. Escape will cancel and close the window.
End of dialog window.
KPMG GenAI Study:
The Path to Sustainable Returns
GenAI strategies have hit a new inflection point. As we reach the midpoint of 2024, C-suite and business leaders are no longer just investing in the technology, they are aggressively scaling GenAI to unlock new revenue streams, maximize ROI and cement their competitive advantage.
See below to learn more.
"Leaders are beginning to view GenAI investment and adoption as table stakes.
Now, they’re focused on how to translate those investments into a competitive advantage. Organizations are making a massive push for AI talent and adjusting their business strategies to capitalize on GenAI’s transformative potential."
80%
— Steve Chase, Vice Chair of AI and Digital Innovation, KPMG U.S.
80%
C-suite and business leaders across the U.S.
First chart – change the pie chart graphic. This is our most important stat, so it needs to visually pop.
The majority (80%) of C-suite and business leaders across the U.S. now recognize GenAI as important to maintaining a competitive advantage and gaining market share.
C-suite and business leaders across the U.S.
Q2
Q1
50%
49%
Enhancing products and services by analyzing customer data
Improve supply chain efficiency and reduce costs, leading to increased profitability and revenue
48%
48%
Enhancing efficiency to generate greater productivity
Enhancing efficiency to generate greater productivity
46%
42%
Improving product quality, efficiency and innovation
Improving product quality, efficiency and innovation
38%
Improving supply chain efficiency and reducing cost
Enhance existing products and services by analyzing customer data and identifying unmet needs and preferences
37%
20%
What are the greatest value opportunities as it relates to GenAI investment?
Q1
Q2
49%
50%
Enhancing products and services by analyzing customer data
Improve supply chain efficiency and reduce costs, leading to increased profitability and revenue
48%
48%
Enhancing efficiency to generate greater productivity
Enhancing efficiency to generate greater productivity
42%
46%
Improving product quality, efficiency and innovation
Improving product quality, efficiency and innovation
37%
38%
Improving supply chain efficiency and reducing cost
Enhance existing products and services by analyzing customer data and identifying unmet needs and preferences
When it comes to expectations regarding GenAI investments, leaders have different goals - but AI investment remains a priority for 97% of those surveyed in the first quarter of the year.
49%
50%
48%
48%
42%
46%
37%
38%
$50 - 100M
Healthcare
$100 - 249M
23%
22%
15%
$250 - 499M
How much in USD do executives plan to invest in GenAI over the next 12 months?
49%
50%
Opportunities to create value have shifted, with improving product quality, efficiency and innovation at the top of the priority list.
Q1
Q2
50%
47%
Enhancing products and services by analyzing customer data
Improve supply chain efficiency and reduce costs, leading to increased profitability and revenue
48%
47%
Enhancing efficiency to generate greater productivity
Enhancing efficiency to generate greater productivity
48%
Improving product quality, efficiency and innovation
Improving product quality, efficiency and innovation
42%
38%
Improving supply chain efficiency and reducing cost
Enhance existing products and services by analyzing customer data and identifying unmet needs and preferences
37%
48%
48%
Q1
Q2
Enhancing existing products and services by analyzing customer data and identifying unmet needs and preferences
Improving product quality, efficiency and innovation
50%
48%
Enhancing efficiency to generate greater productivity
48%
47%
Enhancing efficiency to generate greater productivity
Improving supply chain efficiency and reduce costs, leading to increased profitability and revenue
42%
47%
Improving product quality, efficiency and innovation
Enhancing existing products and services by analyzing customer data and identifying unmet needs and preferences
Improving supply chain efficiency and reduce costs, leading to increased profitability and revenue
37%
38%
Q1
Q2
50%
47%
Enhancing products and services by analyzing customer data
Improve supply chain efficiency and reduce costs, leading to increased profitability and revenue
48%
47%
Enhancing efficiency to generate greater productivity
Enhancing efficiency to generate greater productivity
42%
48%
Improving product quality, efficiency and innovation
Improving product quality, efficiency and innovation
37%
38%
Improving supply chain efficiency and reducing cost
Enhance existing products and services by analyzing customer data and identifying unmet needs and preferences
Q1
Q2
50%
47%
Enhancing products and services by analyzing customer data
Improve supply chain efficiency and reduce costs, leading to increased profitability and revenue
48%
47%
Enhancing efficiency to generate greater productivity
Enhancing efficiency to generate greater productivity
42%
48%
Improving product quality, efficiency and innovation
Improving product quality, efficiency and innovation
37%
38%
Improving supply chain efficiency and reducing cost
Enhance existing products and services by analyzing customer data and identifying unmet needs and preferences
Third graphic: Change all the verb tenses to “enhancing,” improving etc.
Also, I find this graphic hard to read – what about a line graphic?
42%
46%
46%
50%
48%
48%
42%
49%
50%
enhancing products and services
by analyzing customer data
48%
enhancing efficiency to
generate greater productivity
42%
improving product quality,
efficiency and innovation
37%
improving supply chain
efficiency and reducing cost
38%
37%
38%
37%
52%
51%
Productivity
Revenue generated
44%
48%
Employee satisfaction
Improved decision making
38%
47%
Revenue generated
Improved productivity
Q1
Q2
Enhancing products and services by analyzing customer data
Improve supply chain efficiency and reduce costs, leading to increased profitability and revenue
Enhancing efficiency to generate greater productivity
Improving product quality, efficiency and innovation
Improving supply chain efficiency and reducing cost
Enhance existing products and services by analyzing customer data and identifying unmet needs and preferences
Q1
Q2
ROI metrics are rapidly evolving with the majority of business leaders prioritizing revenue over productivity gains, a drastic shift from last quarter.
Q1
Q2
50%
49%
Enhancing products and services by analyzing customer data
Improve supply chain efficiency and reduce costs, leading to increased profitability and revenue
48%
48%
Enhancing efficiency to generate greater productivity
Enhancing efficiency to generate greater productivity
46%
42%
Improving product quality, efficiency and innovation
Improving product quality, efficiency and innovation
38%
Improving supply chain efficiency and reducing cost
Enhance existing products and services by analyzing customer data and identifying unmet needs and preferences
37%
52%
51%
4th graphic: I also find this chart hard to read – could we do something else?
50%
enhancing products and services
by analyzing customer data
48%
enhancing efficiency to
generate greater productivity
42%
improving product quality,
efficiency and innovation
37%
improving supply chain
efficiency and reducing cost
48%
47%
44%
40%
Q1
Q2
Productivity
Employee satisfaction
Revenue generated
Revenue generated
Improved decision making
Improved productivity
[New graphic (2) comparing Q1 and Q2 top stats: ]
Q1
Q2
52%
51%
Productivity
Revenue generated
48%
44%
Employee satisfaction
Improved decision making
47%
38%
Revenue generated
Improved productivity
5th graphic: The bar chart doesn’t reflect the data findings.
Can we bold this clause? “training and capability building initiatives jumping from 35% to 59%”
The emphasis on hiring tech professionals has more than doubled from 26% to 60% quarter-over-quarter.
Simultaneously, organizations are heavily investing in upskilling their existing workforce, with training and capability building initiatives jumping from 35% to 59%.
60%
59%
35%
26%
Q1
Q2
Hiring
Upskilling
The emphasis on hiring tech professionals has more than doubled from 26% to 60% quarter-over-quarter. Simultaneously, organizations are heavily investing in upskilling their existing workforce, with training and capability building initiatives jumping from 35% to 59%.
Q1
Q2
50%
49%
Enhancing products and services by analyzing customer data
Improve supply chain efficiency and reduce costs, leading to increased profitability and revenue
48%
48%
Enhancing efficiency to generate greater productivity
Enhancing efficiency to generate greater productivity
46%
42%
Improving product quality, efficiency and innovation
Improving product quality, efficiency and innovation
38%
37%
Improving supply chain efficiency and reducing cost
Enhance existing products and services by analyzing customer data and identifying unmet needs and preferences
When choosing GenAI providers, leaders prioritize technology and expertise (67%), scalability and performance (65%) and use case compatibility (54%).
67%
65%
54%
Technology and expertise
Scalability and performance
Use case compatibility
6th graphic: The title is off-center. Also, feel like the graphic is a lot of blue and the text is really small. It takes up a lot of space. I would only bold the following instead:
“technology and expertise” “scalability and performance” “use case compatibility”
The majority (51%) of executives are measuring return on investment (ROI) of AI through productivity gains.
With GenAI, the top ways executives are currently measuring ROI include:
Nearly half of respondents are measuring ROI through employee satisfaction (48%) and amount of revenue generated (47%).
73%
Boards are increasingly seeking GenAI experience with 73% of leaders planning to recruit new board members to guide GenAI strategy and oversight.
49%
50%
Enhancing products and services by analyzing customer data
Improve supply chain efficiency and reduce costs, leading to increased profitability and revenue
Headline text...
48%
48%
Enhance efficiency to generate greater productivity
Enhance efficiency to generate greater productivity
46%
42%
Improving product quality, efficiency and innovation
Improve product quality, efficiency and innovation
38%
37%
Improving supply chain efficiency and reducing cost
Enhance existing products and services by analyzing customer data and identifying unmet needs and preferences
Q1
Q2
Leaders overwhelmingly picked Technology, Media and Telecommunication (TMT) as the sector leading in GenAI adoption
91%
47%
25%
Technology, Media & Telecommunication
Financial Services
Healthcare
8th graphic – needs a header which should be what is currently under the 91%: Leaders overwhelmingly picked TMT as the sector leading in GenAI adoption
Then under the 91% add “TMT”
Capitalize “Services” in Financial Services
91%
47%
25%
Leaders overwhelmingly picked TMT as the sector leading in GenAI adoption (91%), followed by financial services (47%), and healthcare (25%).
AI Thought Leadership:
2024 KPMG Generative AI
Consumer Trust Survey
KPMG 2023 Consumer
Technology Survey
KPMG Trusted AI and the
Regulatory Landscape
2023 US Customer Experience Excellence Report
KPMG GenAI Study: the path to sustainable returns
The 2024 KPMG U.S. CEO Outlook Pulse Survey
Navigating The AI Era In
Financial Reporting
KPMG Launches "AI Impact Initiative” to Bring AI to Non-Profits
KPMG Alliances:
KPMG Named Informatica's 2023
Global Innovation Partner of the Year
KPMG US and IBM Expand
Alliance in Energy & Utilities
KPMG and Rhino.ai
Announce Strategic Alliance
KPMG Commits to Building a Future of Artificial Intelligence with Salesforce
KPMG Upgrades GenAI
Audit Assistant
KPMG Announces Google Cloud Center of Excellence
KPMG Launches "AI Impact Initiative” to Bring AI Technology to Non-Profits
KPMG LLP launches KPMG
Digital Finance
KPMG Collaborates with Databricks to Drive Responsible AI
BACK TO TOP
kpmg.com
Some or all of the services described herein may not be permissible for KPMG audit clients and their affiliates and related entities.
The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavor to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act upon such information without appropriate professional advice after a thorough examination of the particular situation. The views and opinions expressed herein are those of the interviewees and survey respondents and do not necessarily represent the views and opinions of KPMG LLP.
© 2024 KPMG LLP, a Delaware limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved.The KPMG name and logo are trademarks used under license by the independent member firms of the KPMG global organization.
- Chapters
- descriptions off, selected
This is a modal window.
Beginning of dialog window. Escape will cancel and close the window.
End of dialog window.
KPMG AI Quarterly Pulse Survey
High hopes, high hurdles, and the pursuit of realizing value in 2025
As macroeconomic pressures, investor demands, and efficiency imperatives mount, business leaders are actively working to align their GenAI ambitions with practical execution.
See below to learn more.
"Our latest pulse survey confirms what we’re seeing with clients: organizations are doubling down on AI investments. The data also shows growing momentum around AI agents, with over half of organizations exploring their use. Leaders are putting real dollars behind agents, but with mounting pressure to demonstrate ROI, getting the value story right is critical."
— Steve Chase, Vice Chair of AI and Digital Innovation, KPMG U.S.
AI’s impact on business, economy and society
Nearly 9 in 10 (88%) of business leaders report that today they believe AI will have a moderate to significant impact by
Notably, those who believe it will have a significant impact leaped from 2% a year ago to 45% today.
What’s more, 99% expect it to be a positive impact, with 52% saying very positive – a big jump from just 3% a year ago.
When it comes to society-wide challenges with AI between now and 2030, leaders believe misuse of AI by bad actors, including cybersecurity, misinformation and election interference (50%), energy use and its impact on the environment (26%) and trust in the accuracy and fairness of AI outputs will prove the most difficult to navigate.
Investor pressure to demonstrate ROI on GenAI investment is important or very important for 68% of respondents. Few have recruited board members with expertise but 91% plan to do so, while 73% of leaders are measuring improved profitability to track ROI.
Business Growth & Investment
The majority of respondents feel that AI will fundamentally change the nature of their business over the one-to-two-year horizon (56% in the next year and 67% in the next two years).
68% of leaders will invest between $50-$250 million in GenAI over the next 12 months, up from 45% in Q1 of 2024.
88% of respondents cite macroeconomic factors as the top factor of concern influencing AI strategies- 6 months ago, today and 6 months from now.
52% of executive management is using GenAI a significant amount, compared to 20% of entry level employees.
41% of people managers and 39% of middle managers report using GenAI a significant amount.
AI Agents
Leaders expect to utilize these AI agent capabilities within the next 12 months
Leaders expect to utilize the capability for administrative duties (60%), call center tasks (54%) and to develop new business materials (53%), within the next 12 months.
Over half (51%) of organizations are exploring the use of AI agents and another 37% are piloting AI agents.
Most respondents plan to use AI agents as call center agents, to perform administrative tasks, recruit new employees or develop business materials, however, few have done so already. Currently, only 12% of respondents have deployed AI agents for use across their organizations.
Workforce & Talent
The quality of organizational data is the biggest anticipated challenge to AI strategies in 2025 (85%), followed by data privacy and cybersecurity (71%), and employee adoption (46%).
Employee adoption is a top three challenge in 2025, and 81% of leaders are planning on including GenAI in their performance reviews. Only 19% are doing so already.
Counter to traditional bottom-up technology adoption patterns, leaders appear to be utilizing GenAI more than middle to entry level employees, suggesting the possibility of underreported usage and governance gaps across the enterprise.
AI Thought Leadership:
KPMG LLP Announces Strategic Investment in Agentic AI Startup Ema
AI fuels optimism for semiconductor leaders despite geopolitical headwinds
Navigating 2025's Landscape for Boards and Audit Committees
Partner Ecosystems Playing a Central Role in Business Growth
2024 KPMG American
Worker Survey
KPMG Alliances:
KPMG Announces AI Integration into Global Smart Audit Platform
KPMG and Rhino.ai Announce Strategic Alliance
KPMG Upgrades GenAI
Audit Assistant
KPMG Announces Google Cloud Center of Excellence
KPMG Launches "AI Impact Initiative” to Bring AI Technology to Non-Profits
KPMG Collaborates with Databricks to Drive Responsible AI
BACK TO TOP
kpmg.com
Some or all of the services described herein may not be permissible for KPMG audit clients and their affiliates and related entities.
The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavor to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act upon such information without appropriate professional advice after a thorough examination of the particular situation. The views and opinions expressed herein are those of the interviewees and survey respondents and do not necessarily represent the views and opinions of KPMG LLP.
© 2025 KPMG LLP, a Delaware limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved.The KPMG name and logo are trademarks used under license by the independent member firms of the KPMG global organization.
DT#021905
GenAI 2024 Survey
GenAI 2024 Survey
KPMG Launches "AI Impact Initiative” to Bring AI to Non-Profits
KPMG Launches "AI Impact Initiative” to Bring AI to Non-Profits