Alongside our interviews, we conducted a structured survey capturing quantitative insights into how the industry navigates AI transformation. The results provide valuable benchmarks and reveal clear patterns in transformation approaches.
Transformation maturity: An industry in motion
At what stage is your organisation in navigating AI transformation?
The complete absence of "not yet started" responses confirms AI transformation is universal. However, concentration in middle stages (62% in scaling/advanced transformation) suggests many face challenges moving from pilots to enterprise-wide transformation, reinforcing the orchestration imperative.
Value creation opportunities: Efficiency meets transformation
Which area shows the greatest potential for reimagining value through AI?
Equal emphasis on operational efficiency and client service delivery (both 33%) reveals sophisticated dual strategy: using AI to improve internal operations while enhancing client value. The 14% focusing on business model transformation represents the vanguard exploring service delivery reinvention.
The human hurdle: Change management dominates
What do you see as the primary challenge in navigating AI transformation?
With change management dominating at 38%, this confirms our interview findings. This isn't a technology problem but a human one. Secondary concern about investment prioritisation (24%) suggests organisations struggle not with whether to invest, but where to focus limited resources.
Orchestration approaches: The hybrid future
How are you currently orchestrating global service delivery?
Dominance of hybrid approaches (43%) reflects modern service delivery complexity. Pure geographic arbitrage models give way to sophisticated orchestration blending locations, time zones, and worker types based on value rather than cost.
Transformation timelines: The urgency is real
What timeline are you working toward for achieving AI transformation?
With 71% targeting transformation within 18 months and none planning beyond 2 years, urgency is universal. Complete absence of longer horizons shows this isn't aspirational but operational necessity. Service providers understand they must deliver value now or risk irrelevance.
Service transformation priorities: Process and knowledge lead
Which service areas are showing the most potential for value creation through AI?
Process automation and core service delivery sharing the lead (both 33%) reflects AI's dual application: improving efficiency while transforming service quality. The 14% each for client engagement and knowledge management points to emerging areas where AI creates differentiated value beyond traditional automation.
Investment priorities: Client value dominates
Where are you prioritising investment as you navigate AI transformation?
Client value creation leading at 29% demonstrates market maturity. Success isn't measured in internal metrics but client outcomes. Equal focus on capability building and platform modernisation (both 19%) shows organisations understand delivering client value requires both human and technical foundations.
Transformation maturity: An industry in motion
At what stage is your organisation in navigating AI transformation?
The complete absence of "not yet started" responses confirms AI transformation is universal. However, concentration in middle stages (62% in scaling/advanced transformation) suggests many face challenges moving from pilots to enterprise-wide transformation, reinforcing the orchestration imperative.
Value creation opportunities: Efficiency meets transformation
Which area shows the greatest potential for reimagining value through AI?
Equal emphasis on operational efficiency and client service delivery (both 33%) reveals sophisticated dual strategy: using AI to improve internal operations while enhancing client value. The 14% focusing on business model transformation represents the vanguard exploring service delivery reinvention.
The human hurdle: Change management dominates
What do you see as the primary challenge in navigating AI transformation?
With change management dominating at 38%, this confirms our interview findings. This isn't a technology problem but a human one. Secondary concern about investment prioritisation (24%) suggests organisations struggle not with whether to invest, but where to focus limited resources.
Orchestration approaches: The hybrid future
How are you currently orchestrating global service delivery?
Dominance of hybrid approaches (43%) reflects modern service delivery complexity. Pure geographic arbitrage models give way to sophisticated orchestration blending locations, time zones, and worker types based on value rather than cost.
Transformation timelines: The urgency is real
What timeline are you working toward for achieving AI transformation?
With 71% targeting transformation within 18 months and none planning beyond 2 years, urgency is universal. Complete absence of longer horizons shows this isn't aspirational but operational necessity. Service providers understand they must deliver value now or risk irrelevance.
Service transformation priorities: Process and knowledge lead
Which service areas are showing the most potential for value creation through AI?
Process automation and core service delivery sharing the lead (both 33%) reflects AI's dual application: improving efficiency while transforming service quality. The 14% each for client engagement and knowledge management points to emerging areas where AI creates differentiated value beyond traditional automation.
Investment priorities: Client value dominates
Where are you prioritising investment as you navigate AI transformation?
Client value creation leading at 29% demonstrates market maturity. Success isn't measured in internal metrics but client outcomes. Equal focus on capability building and platform modernisation (both 19%) shows organisations understand delivering client value requires both human and technical foundations.
Key survey insights
The quantitative data reinforces our qualitative findings:
1. Universal but uneven progress
100% of organisations actively transforming, but 62% remain in middle stages between pilots and enterprise-wide scale.
2. Change management is the mountain
At 38%, human and organisational challenges are the primary success barrier.
3. The time is now
Moving from pilot to scale requires clear value articulation resonating with executives and employees alike.
4. Dual focus strategy
Equal emphasis on operational efficiency and client service delivery shows sophisticated value creation approach
5. Hybrid is the future
43% moved to hybrid orchestration models transcending traditional geographic boundaries
6. Client value drives investment
29% prioritise investments directly creating client value over internal improvements
About Enate
Enate is the leading SaaS solution for business services. Enate orchestrates work from start to finish, giving clients the visibility and control needed to deliver better services. From email management and data analysis to intelligent document processing, Enate also offers a host of touch-button AI features designed to slash the time spent on manual work. Trusted by global service teams, Enate ensures smooth, consistent operations that help clients perform at their best.