KPMG Finds Sophisticated AI Use Is Still Rare

A recent study by KPMG reveals that despite growing interest and investment in artificial intelligence, only a small fraction of users demonstrate advanced capabilities in leveraging the technology. According to findings shared by Rema Serafi, vice chair for tax at KPMG LLP, just 5 percent of users consistently exhibit highly sophisticated AI behaviors. This insight comes amid ongoing discussions about how enterprises can integrate AI into their operations effectively. The research, conducted in partnership with the University of Texas at Austin, highlights a clear divide between the availability of AI tools and the ability of users to harness them proficiently. While basic AI functions such as document summarization or answering simple questions are becoming commonplace, the more complex applications remain rare. These advanced uses involve treating AI as a collaborative tool rather than a mere utility, allowing users to engage in deeper analytical and strategic thinking. Serafi explained that sophisticated AI users approach the technology as a thought partner, utilizing it to explore new ideas, test theories, and refine their reasoning. These individuals provide AI systems with detailed context, constraints, and objectives, enabling them to handle intricate, multi-step tasks efficiently. Such capabilities extend beyond routine processing to encompass areas like data analysis, problem-solving, technical guidance, and innovation. KPMG is actively adapting its internal structures to better accommodate these evolving AI dynamics. The firm is restructuring its tax teams to incorporate three distinct categories of AI expertise: power users, makers, and builders. Power users are those who frequently interact with AI tools, while makers focus on creating reusable prompts, workflows, and agents. Builders, on the other hand, translate these concepts into scalable solutions applicable across the organization. This shift reflects KPMG’s broader strategy to embed AI within its operational frameworks. Serafi emphasized that the goal is not merely to adopt AI but to ensure that it enhances human capabilities rather than replacing them. By delegating repetitive and process-oriented tasks to AI, professionals can concentrate on higher-value activities such as interpreting data, challenging assumptions, managing risks, and identifying business opportunities. The findings underscore a critical challenge facing organizations today: the disparity between technological access and practical application. While AI tools are becoming increasingly accessible, developing the necessary skills, processes, and judgment to use them effectively lags behind. This gap presents both an opportunity and a hurdle for businesses aiming to fully leverage AI’s potential. Experts suggest that overcoming this challenge requires a multifaceted approach. Companies must invest in training programs that equip employees with the knowledge and skills needed to navigate AI technologies. Additionally, fostering a culture that encourages experimentation and learning from failures is essential. Organizations should also establish robust governance frameworks to manage risks associated with AI deployment while ensuring ethical considerations are addressed. As the conversation around AI integration continues, industry leaders are exploring ways to bridge the proficiency gap. Upcoming discussions, including webinars hosted by Newsweek, aim to delve into these challenges and share insights on best practices. Topics range from transforming legacy industries through AI to building smart hospitals that utilize integrated digital strategies. These initiatives highlight the importance of collaboration between technologists, business leaders, and policymakers to shape a future where AI serves as a catalyst for innovation and growth. As the landscape evolves, the focus will remain on developing comprehensive strategies that align AI capabilities with organizational goals and human potential.