University of Phoenix Releases 2026 C-Suite AI Impact Report on Scaling AI for Business Value
University of Phoenix has released The C-Suite AI Impact Report: Getting Value from AI, new research examining how organizations are working to turn artificial intelligence investments into measurable business outcomes. Based on a survey of 150 C-Suite leaders across North America — conducted in collaboration with future of work strategist and HR consultant Jeanne Meister — the report finds a growing gap between AI adoption and enterprise-wide transformation.
The headline numbers tell the story: 63% of C-Suite leaders have deployed at least one AI use case, yet fewer than one-third are using AI to transform actual work processes and workflows. Meanwhile, 56% predict AI will become a proactive human capital tool by the end of 2026, and a striking 90% identify learning and development as the top use case for AI in HR.
"The next phase of AI adoption is not about experimentation; it is about execution. Our research shows that leaders are increasingly focused on translating AI investments into measurable value by embedding AI into workflow design, skills development, and day-to-day decision making."
— Jeanne Meister, Future of Work Strategist & Report CollaboratorA Gap Between Deployment and Transformation
The findings underscore a persistent divide between adoption and transformation, as many organizations continue to pilot AI without fully integrating it into core business processes. Leaders are now prioritizing how AI connects to workflow design and measurable outcomes as they shift from isolated use cases toward enterprise-wide scaling.
On the workforce side, nearly 60% of leaders report moving toward a skills-based workforce model, though ownership of those initiatives remains fragmented across HR, IT, and business leadership. Roughly 75% say HR and IT are unlikely to merge — but expect the two functions to partner far more closely to align workforce strategy with AI investment.
"C-Suite leaders are recognizing that implementing new technology in a vacuum does not create value. Trust, leadership behavior, and pointing to clear use cases are just as important as the technology itself."
— Jay Titus, VP, Workforce Solutions Group, University of PhoenixThe Human Side: Trust, Fear, and AI Literacy
While leaders cite productivity and competitive advantage as the top benefits of AI, employee fear and distrust remain the leading barriers to broader use. The report also identifies an "AI hopefulness gap," with younger leaders expressing lower optimism about AI's impact than older generations.
To address these challenges, organizations are elevating AI literacy to a baseline workforce skill — but the report stresses that companies must define what AI literacy actually means by job role. Leaders point to critical thinking and the role modeling of AI use as essential capabilities for scaling adoption. The report closes with recommendations to move beyond isolated pilots toward integrated strategies that connect skills, workflow redesign, and measurable business outcomes.
Adoption outpaces transformation. 63% of leaders have deployed at least one AI use case, but fewer than a third use AI to actually redesign workflows.
L&D leads HR use cases. 90% of C-Suite leaders name learning and development as the top application for AI in human resources.
Skills-based, but fragmented. Nearly 60% are shifting to a skills-based workforce model, yet ownership is split across HR, IT, and business functions.
People are the real barrier. Employee fear and distrust top the list of obstacles, alongside an "AI hopefulness gap" among younger leaders.
AI literacy is the new baseline. Leaders prioritize role-specific AI literacy and leadership role modeling to drive enterprise-wide adoption.