CONTROL TECHNOLOGIES many small processes and, over time, become intrinsic to every aspect of their operations.
This involves taking a portfolio approach by balancing a systematic“ ground game” for incremental wins with“ roofshots”( attainable projects that require more attention) and“ moonshots”( projects that are highly rewarding and require significant resources and leadership focus). This phased approach prioritises scalable gains, using each small win to fund future efforts, while targeting transformative projects that present innovative business models and customer interactions.
To accomplish this, businesses should conduct a strategy assessment to identify what AI can and will do for their industry. Next, when it comes to data, they should embrace a“ less-is-more” approach, meaning it doesn’ t need to be all perfect at once. Instead, as part of the core strategy, set priorities for which segments of data architecture value should be harvested from first. From there, focus on finding the right data amount to modernise. Lastly, they should measure success with businessrelevant KPIs and always balance any automation with human oversight.
These steps can help organisations to stay on the leading edge and ensure that their AI journey is as smooth and successful as possible in 2025.
How will AI impact a company’ s workforce culture in 2025 and beyond?
DP: There is an exciting shift happening with the workforce and AI, where digital workers( known as AI agents) have the potential to double the workforce. But not in the way that many might expect.
In 2025, we predict that organisations will think of AI agents as essential to their workforce strategy. These digital workers will join teams and take on roles that can help to boost speed to market and transform customer interactions. The key here is a partnership. Humans will still lead the charge but will help to guide and collaborate with AI agents to increase their potential. As a result, workflows will change fundamentally, and companies will need to adapt by incorporating these digital workers into their long-term strategies.
To make the most of these opportunities, businesses should shift mindsets, update HR practices and establish a strong Responsible AI framework to mitigate any risks to make sure that these agents are being used effectively.
By combining efficiency with intelligent design insights, AI drives faster and higherquality product development
How is AI expected to accelerate product development?
DP: AI is poised to transform product development lifecycles by significantly accelerating the process like never before. AI has the power to iterate designs in hours, test solutions virtually and troubleshoot more problems before moving to production. This not only shortens time-to-market but also reduces development costs and enhances the ability to personalise products to meet specific customer needs.
In addition to increasing speed, AI serves as a thought partner for designers, surfacing concepts inspired by the most successful designs and proven design principles. By
Image: Image courtesy of PwC. combining efficiency with intelligent design insights, AI drives faster and higher-quality product development.
To more fully harness AI’ s potential, companies should focus on bridging the skills gap in their current engineering teams. This involves training employees with data science and AI-related skills, as well as recruiting new talent that is well-versed with the technology. It is also important to remember that embracing AI in R & D is not just about technology adoption; it’ s about fundamentally changing the way that teams collaborate and create, paving the way for rapid innovation in product design and development.
How are companies thinking through the responsible use of AI in 2025?
DP: Responsible AI is good for business. It will improve profitability and the ability to get ROI( return on investment) for AI investments. We expect to see a major acceleration in Responsible AI actions in 2025, as managing AI risks will be a business imperative.
Leaders are being tasked with safeguarding their AI investments and managing the risks that come along with it. In 2025, leaders will prioritise making their AI systems as reliable as financial reports, privacy statements and cybersecurity measures— which will mean adopting systematic and transparent approaches to their AI decisions. The key to success won’ t just be about reducing risks, it will involve keeping trust in AI intact while simultaneously reaching strategic goals and achieving strong ROI. n
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About PwC
PwC is a network of firms in 155 countries with over 284,000 people delivering assurance, advisory and tax services. Whether on transformation, technology, deals or risk, its consultants bring insights and experience to help customers move forwards.“ We help them to cut through complexity with strategy, speed and staying power,” it told ISMR.“ On 16 May 2025, we announced the launch of Agent Powered Performance, an AI-enabled business performance engine that helps companies to quickly find hidden opportunities, act faster and drive measurable results.”
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