NTT DATA’s 2026 Global AI Report reveals why the top 15% of organisations are outperforming peers on growth and profitability
Artificial intelligence is rapidly transitioning from isolated pilots to a defining force in enterprise transformation. Yet, while AI adoption is widespread, value creation remains uneven. According to NTT DATA’s 2026 Global AI Report: A Playbook for AI Leaders, only 15 percent of organisations globally qualify as true “AI leaders”—and they are significantly outperforming the rest of the market.
The study, based on insights from 2,567 senior executives across 35 countries and 15 industries, shows that AI leaders are 2.5 times more likely to record revenue growth above 10 percent and over three times more likely to achieve profit margins of 15 percent or higher from AI initiatives. The differentiator is not experimentation, but disciplined strategy, execution, and governance.
Abhijit Dubey, CEO and Chief AI Officer, NTT DATA, Inc. “Strong governance, modern infrastructure, and trusted partners are what turn AI pilots into repeatable, profitable outcomes.”
AI leaders treat artificial intelligence as a core growth engine rather than a support technology. They tightly align AI initiatives with business strategy, enabling faster decision-making and measurable financial impact. Instead of spreading investments thinly across multiple use cases, these organisations focus on one or two high-value domains where AI can unlock disproportionate economic returns. Workflows in these areas are redesigned end to end, embedding AI into core systems rather than layering it as an add-on.
“AI accountability now belongs in the boardroom and demands an enterprise-wide agenda.”
— Yutaka Sasaki, President and CEO, NTT DATA Group
Execution capability further separates leaders from the rest. High-performing organisations invest in scalable and secure AI foundations, often prioritising private or sovereign AI infrastructure to address regulatory, security, and data residency requirements. Importantly, AI is used to augment skilled professionals, not replace them, allowing experienced teams to operate with greater speed, accuracy, and insight.
Adoption is treated as an enterprise-wide change program. AI leaders formalise governance models, centralise oversight, and increasingly appoint dedicated Chief AI Officers to balance innovation with risk. External partnerships also play a critical role, with leading organisations working closely with strategic technology and services partners to accelerate outcomes through shared accountability and outcome-based models.
The report concludes that moving from pilots to profit requires focus, accountability, and a willingness to reinvent core operations. As AI becomes central to competitive advantage, organisations that embed it deeply into strategy and execution will define the next phase of enterprise growth.
