• AI adoption accelerates rapidly while governance frameworks remain widely incomplete
• Productivity gains increase as oversight structures fail to keep pace
• Businesses invest heavily in AI tools without matching risk controls

The use of AI tools within large organizations is expanding at a pace that governance structures are struggling to match, new research has warned.

While many firms now integrate these systems into daily workflows, a large proportion still lack formal frameworks to manage associated risks.

The figures from Gallagher found 43% of organizations have not introduced structured AI risk management processes, raising concerns about how these systems are being deployed and monitored.

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Oversight lags behind adoption

This gap becomes more apparent when compared with broader communication efforts, as 56% of organizations have already shared their AI strategies internally.

Despite this, only 44% have carried out impact assessments tied to AI usage, suggesting that communication may be advancing faster than actual oversight mechanisms.

The push toward adoption is largely influenced by reported efficiency improvements linked to productivity tools powered by AI.

86% of businesses say these technologies have improved employee productivity, reinforcing their growing role in operational decision-making.

This reported benefit has encouraged companies to invest in skills development, with 47% now offering training designed to help employees use AI tools effectively.

At the same time, 40% of organizations have introduced roles where AI forms a core part of job responsibilities.

Broader figures suggest that nearly two-thirds of companies have delivered some form of AI training within the past year, reflecting sustained momentum in workforce adaptation.

Despite increasing reliance on automation, organizations continue to emphasize the importance of human input in areas where AI remains limited.

Several surveys reveal that creativity remains a key reason for preserving human roles.

Humans remain necessary due to the continued need for direct client interaction and the ability to handle complex problems that automated systems cannot independently resolve.

“For many global companies, AI is no longer in the test phase. It’s in the workplace, shaping strategy and powering productivity… It can handle repetitive and manual tasks, freeing employees to spend less on menial work and more on what really matters: creative ideation and meeting clients,” said Ben Warren, Managing Director of People Data, AI and Innovation at Gallagher.

“As organizations scale their use of AI, risk oversight and clear policies will become increasingly important. Overall, the long-term value of AI will depend on combining technological efficiency with human creativity, judgment and trust.”

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