CDO Magazine and Data Society have released their latest research, “The 2025 Data and AI Readiness Report: Insights to Build Your 2026 Strategy” and the findings expose a growing divide between AI ambition and real-world execution.

Based on insights from 175+ senior data and business leaders, the report reveals that while AI is now viewed as a boardroom priority, many organizations are still struggling to operationalize it with confidence, governance, and consistency.

Key signals from the research:

• AI is now considered strategically essential by nearly every organization.
• Most leaders still struggle with judgment, not technology.
• Upskilling is rising, but impact measurement remains weak.
• Ownership of AI training is fragmented across leadership, data teams, and IT.
• Silos remain the biggest blocker to enterprise-wide AI scale.
• Formal governance is growing, yet still lacks universal adoption and board-level consistency.

The picture that emerges is clear. Tools are advancing fast. Organizational readiness is not keeping pace.

Why this matters for 2026 strategy

AI success is no longer about experimentation. It now depends on enterprise literacy, governance discipline, and cross-functional execution. Organizations that fail to align these foundations risk falling behind, even with significant investment.

The report does not just diagnose the gaps. It also outlines practical directions on what leaders should do next as they shape 2026 data and AI strategies, from skills and governance to ownership and operating models.

“Organizations are moving fast on AI investment, but our research shows many are still building the confidence, governance, and workforce capabilities required to scale responsibly. This report is designed to help leaders understand where they really stand as they shape their 2026 strategies,” Molly Baab, Chief Operating Officer, Data Society Group said.

Download the Full Report

The full report dives into:

• Where the true AI readiness gaps exist
• How leading organizations are closing them
• What capabilities will define 2026 winners 
• How governance, talent, and execution must evolve together