Artificial Intelligence in Europe - Sweden Outlook for 2019 and Beyond - How 277 Major Companies Benefit from AI - Microsoft News
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Artificial Intelligence in Europe Sweden Outlook for 2019 and Beyond How 277 Major Companies Benefit from AI R E P O R T CO M M I S S I O N E D BY M I C R O S O F T A N D CO N D U C T E D BY E Y
Contents
Preface
Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 06
Executive Summary - ‘At a Glance’ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 08
Setting the Scene
About this Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Rich Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Executive Perspective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Participating Companies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Bits & Bytes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Follow the Money . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Case Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
Experts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Role of AI in European Business
A Strategic Agenda . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Among Friends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
Push or Pull . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
Ready, Set... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
AI Maturity Curve . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
State Your Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
Case Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
Business Benefits and Risks
Another World . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38
AI Here, There, Everywhere . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
Case Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
Use it or Lose it . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
Making AI simple . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44
Case Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47
Sector Benefits Landscape . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48
Risky Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
Learn from the Leaders
Capabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
AI Competency Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
Advanced Analytics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56
Data Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58
AI Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
Open Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62
Emerging Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64
Disclaimer Agile Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66
This report has been prepared by Ernst & Young LLP in accordance with This report does not constitute a recommendation or endorsement by Ernst External Alliances . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68
an engagement agreement for professional services with Microsoft. Ernst & Young LLP or Microsoft to invest in, sell, or otherwise use any of the mar- Emotional Intelligence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
& Young LLP’s obligations to Microsoft are governed by that engagement kets or companies referred to in it. To the fullest extent permitted by law,
agreement. This disclaimer applies to all other parties. Microsoft and Ernst & Young LLP and its members, employees and agents, do Case Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
not accept or assume any responsibility or liability in respect of this report, or
This report has been prepared for general informational purposes only and decisions based on it, to any reader of the report. Should such readers choose What’s next for you?
is not intended to be relied upon as accounting, tax, or other professional to rely on this report, then they do so at their own risk.
advice. Refer to your advisors for specific advice. Ernst & Young LLP and Mi- How to Get Started . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74
crosoft accept no responsibility to update this report in light of subsequent ©2018 EY LLP Limited All Rights Reserved. Who to Contact from Microsoft . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77
events or for any other reason. Contributors from EY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79
2 3Sweden is a great example of how AI is
enabling companies and leaders to make
better business decisions. 30 percent of
Swedish companies in the study view AI
as the highest priority in their own digital
transformations. AI is becoming more
relevant to companies than ever before,
and integration of AI into the DNA of all
companies – beyond the IT department – will
ensure that everyone can benefit from the
transformative power of AI.
— Harry Shum, Executive Vice President of
Microsoft AI and Research Group
4 5Preface Preface
Foreword
Human Ingenuity Icon of Digital Success
Many say that data is the new currency, or oil, to stress its significance. But
The printing press, the automobile & the Internet are just a few technolog-
in order to create value from raw data, you must find ways to analyze and
ical achievements that have advanced our world. All were driven by human
learn from it. This is where Artificial Intelligence comes in, because it can
ingenuity: our innate creativity that inspires us to learn, imagine & explore.
help turn data into valuable insights that can improve lives and transform
This spirit is what pushes us to challenge the boundaries of the possible to
businesses.
go ever forward.
AI is on top of the public agenda in Sweden and not only as a trendy word
Today, AI is helping to amplify our human ingenuity, opening up exciting
used by politicians and companies to describe their ambitions for the fu-
new possibilities for how intelligent technology can shape our world. At
ture. As we can see in this report, many Swedish businesses are already
Microsoft, our goal is to democratize access to AI for everyone through in-
implementing it widely today. We commissioned this report to learn first-
novative & powerful platforms, & above all, we’re focused on ensuring that
hand from companies in Sweden across various industries what they see as
our AI tools & technologies are deployed responsibly & earn people’s trust.
opportunities and challenges with AI, how and why they are investing in it,
and how AI is re-shaping their businesses and processes.
And yet, we realize that AI is one of the lesser understood modern tech-
nological break-throughs. Many questions remain. How are companies
Swedish Minister of Enterprise and Innovation, Mikael Damberg, recently
applying this technology to empower employees, engage with customers,
set the ambition that Sweden should become the leading country in ap-
transform their business and optimize their operations? Where are they
plied AI*. AI will be a key component in Swedish enterprises’ ability to drive
seeing benefits, and what are their blockers?
successful digital transformation. As we can see in this report based on
interviews with 20 Swedish companies, there are still challenges, including
To provide answers, Microsoft commissioned this study to understand the
concerns about cybersecurity and trust.
AI strategy of major companies across 7 sectors & 15 countries in Europe.
It examines these companies’ readiness to adopt AI, how they rate the im-
But one thing is clear: Swedish companies are convinced of AI’s potential
pact and benefits from AI implementations, and what they perceive as risks
for impact on all areas of business and prioritize AI higher than the Euro-
& keys to success.
pean benchmark. This puts Sweden in a pole position toward making the
government’s AI vision a reality.
We hope you find these insights inspirational for your own journey toward
adopting AI & realizing its benefits for amplifying human ingenuity.
Vahé Torossian Daniel Akenine
President, Microsoft Western Europe National Technology Officer, Microsoft Sweden
6 7Preface Preface
At a Glance
Noticeable potential for AI in many Swedish companies slightly ahead on AI compared
corporate functions to European peers
The most widely reported adoption of When looking across the 20 companies that have participated in the
AI (47%) was in the IT/Technology func- study in Sweden, it is clear that there are areas were they appear slightly
tion, followed by R&D with 36%, and ahead on AI compared to their European peers. Across the organiza-
customer service with 24%. Interestingly, tional hierarchical levels, more Swedish companies report that AI is an
several functions are hardly using AI at important topic compared with the European aggregate. Furthermore,
all; most notably, the procurement func- companies in Sweden self-report as being more mature – 45% of Swed-
While the hype of artificial intelligence Most impact expected from ‘opti- is almost as much as AI is expected to
tion, where only 4% of the companies ish companies are in the ‘released’ AI stage compared with 28% in the
(AI) and its potential role as a driver of mizing operations’, with ‘engaging impact the core of these companies’ cur-
currently use AI, followed by HR with 7% European aggregate. Additionally, they report expecting more impact
transformational change to businesses customers’ as a close second rent business with 65% expecting AI to
and product management with 9%. This from AI across all business areas – core, adjacent and new – than the
and industries is pervasive, there are 89% of the respondents expect AI to have a high or a very high impact on the
is perhaps surprising, given the many European aggregate does.
limited insights into what companies generate business benefits by optimiz- core business. With AI presumably push-
use cases and applicable solutions in
are actually doing to reap its benefits. ing their companies’ operations in the ing companies into totally new domains
these functional areas.
This report aims at getting a deeper future. This is followed by 74% that ex- in the future, it is perhaps not surprising
understanding of how companies cur- pect AI to be key to engaging custom- that AI is receiving attention as a key
What sets the most ‘AI mature’
8 key capabilities that are most im-
rently manage their AI activities, and ers by enhancing the user experience, topic for executive management.
portant ‘to get AI right’
companies apart?
how they address the current challeng- tailoring content, increasing response
es and opportunities ahead. Very few of the 277 companies con- When asking the respondents to rank
speed, adding sentiment, creating
sider themselves “advanced” with AI the importance of 8 capabilities to ena-
experiences, anticipating needs, etc.
To get to the heart of this agenda, we ble AI in their businesses, ‘advanced ana- They expect AI will be beneficial in ‘empowering employees’ (76%
Despite the apparent sizable impact that
received input from AI leaders in 277 lytics’ and ‘data management’ emerged of ‘more mature’ companies* vs. 42% of ‘less mature’ companies)*.
C-suite respondents scored ‘engaging companies expect from AI, only a very
companies, across 7 sectors and 15 as the most important. ‘AI leadership’
customers’ highest of the AI benefit small proportion of companies, consti-
countries in Europe, via surveys and/or and having an ‘open culture’ followed. They report using a combination of structured and unstructured
areas. Noticably, 100% of the most ad- tuting 4% of the total sample, self-re-
interviews. Below is the brief summary vanced* companies expect AI will help port that AI is actively contributing to data for AI (65% of ‘more mature’ companies vs. 15% of ‘less mature’
of what they had to say. When self-assessing the capabilities companies), and data from both internal and external sources (68%
them engage customers, compared to ‘many processes in the company and
where the companies are least com- of ‘more mature’ companies vs. 16% of ‘less mature’ companies).
only 63% of the less mature companies. enabling quite advanced tasks today’
AI is a “hot topic” - but more so on petent, they point to emotional intelli-
Using AI to ‘transform products and (referred to as ‘most advanced’ in this
C-level than in daily operations gence and AI leadership - defined as the They expect AI will help them ‘engage customers’ (85% of ‘more
services’ comes out slightly lower with report).
(lack of) ability to lead an AI transfor- mature’ companies vs. 59% of ‘less mature’ companies).
71% of the companies respond that 65%, and ‘empowering employees’
mation by articulating a vision, setting
AI is considered an important topic the lowest with 60% of the companies Another 28% are in the ‘released’ stage
goals and securing broad buy-in across They see AI predominately being driven from a combination of
on the executive management level. expecting AI-generated benefits in where they have put AI selectively to ac-
the organization. technology push and business pull (61% of ‘more mature’ compa-
This is significantly higher than on that area. tive use in one or a few processes in the
the non-managerial / employee level company. The majority, 51% of compa- nies vs. 32% of ‘less mature’ companies).
To summarize, the challenge ahead
where AI is only considered an impor- AI is expected to impact entirely nies, are still only planning for AI or are
appears to be as much about culture and
tant topic in 28% of the companies. new business areas in the future in early stage pilots. 7% of companies
leadership as it is about data, analytics, * ‘More mature’ defined as companies that self-ranked as 4 or 5 on the maturity
Interestingly, Board of Directors also 57% of the companies expect AI to are self-rated as least mature, indicating 5-scale, and ‘less mature’ defined as companies that self-ranked as 1 or 2.
and technology.
came out lower with ‘only’ 38% of have a high impact or a very high im- that they are not yet thinking about AI at
respondees reporting that AI is impor- pact on business areas that are “entirely this stage.
tant to their board. unknown to the company today”. This
Only 4%
Percentage of companies
that are still only in the
planning or piloting stages:
71%
of the companies
57%
of the companies
Share of companies that use
acquisitions as a way to 80%
of the most mature
obtain AI capabilities:
61% 10%
of the companies are actively respond that AI is considered expect AI to have a high impact companies expect that AI
using AI in ‘many processes ‘an important topic’ on the on ‘business areas that are will be beneficial by
and to enable advanced tasks’ executive management level entirely unknown today’ only ‘empowering employees’
8 9Setting the Scene Setting the Scene
About this Report
What’s new?
Artificial Intelligence (AI) is not new. in AI, what they are investing in, and benefit areas, how mature companies Straight from the executives Contributions from open-minded
It has existed for decades: processing how they are managing the compli- are in terms of adoption, and examin- and collaborative companies
Where this report and extensive da-
voice to text or language translation; cated process of adopting this new ing self-reported competence levels taset adds new insights is primarily We are extremely thankful for the time
real-time traffic navigation; dynami- technology and deriving value across regarding the capabilities required to into how leading companies are ap- and effort the many executives have
cally serving targeted advertisements business opportunities. succeed when implementing AI. proaching AI on a very practical level. put into participating in interviews and
based on personal data and browsing We hear straight from executives how providing data for this study. We’re par-
history; predicting trends and guiding Perspectives, experiences, self- From the aggregate dataset we have their companies are addressing cur- ticularly appreciative of their willing-
investment decisions in financial in- assessment, and benchmarks been able to determine some bench- rent challenges, and how they apply AI ness to openly share experiences and
stitutions. The current developments From new surveys, interviews and case marks across the covered markets, to unlock new value pockets. provide their perspectives on where
have been fueled by an exponential studies gathered from approximately which we compare the individual the future is heading within AI.
rise in computing power, increasing 277 companies, we provide a snapshot country with throughout the report. Based on the many interviews con-
accessibility and sophistication of pow- of the currrent state of AI in 15 Euro- The report also covers a full spectrum ducted, this report reveals some clear While this indicate a general interest in
erful algorithms, and an explosion in pean markets. This includes analyzing of industry groups which tend to reveal excitement and immense potential for the AI topic, it also speaks to the in-
the volume and detail of data available AI’s relative importance on the strate- interesting insights. using AI to bring new, improved prod- creasingly collaborative approach
to feed AI’s capabilities. gic agenda, its expected impact and ucts and services to market, create many leading companies are taking
exceptional experiences for customers when entering new technology do-
Reality vs. hype and employees, and create ways to mains and embarking on journeys
operate that enhance performance into unknown territories.
Only recently started to see more
widespread, scaled adoption of AI across the board.
across sectors, value chains and eco-
systems. Yet AI technology is quickly We learned that regardless of which
approaching a point where it is be- use cases the companies pursue and
When it comes to AI, the urgency is the role that AI currently has, taking a
coming a critical element in enabling AI is so general that it can
companies across sectors to drive there and the need is there. Needs differ strategic outlook to assess the implica-
tions for the business and responding be applied to any problem,
revenue, increase profits and remain by the industry but in the past year the
competitive. accordingly are increasingly seen as where there is enough data.
actual engagement and understanding
crucial for any executive agenda. But every business problem
has increased quite rapidly. A lot of
We hear many people in numerous is unique so how companies
companies talk about AI. While the experiments and implementations
apply AI will differ for each
hype is pervasive, not a lot of people have been done and the knowledge of
fully understand its technological company.
what and how to do such projects has
potential, where it can create value or
increased.
how to get started. This report aims at — Peltarion
providing a practical understanding of Technology membership
why European companies are investing — Combient organization
Technology membership organization
10 11Setting the Scene Setting the Scene
Rich Data
Which sources of information is the study based on?
One risk, or argument, is that people don’t
know yet if it is really necessary and whether This report combines multiple sources
of data to answer the questions of why,
We also present case studies of specific
companies, both local and internation-
Recognizing and mitigating
potential survey and interview bias
they have to do it now. Is there a risk that part where and how AI is currently being used
in business. It provides an inside view
al, to provide an understanding of what
they are doing with AI and why, draw-
In terms of methodology, this report
follows robust research design and
of their business is targeted for disruption?
across markets and sectors. It combines ing on lessons learned and obstacles to protocol. Doing so minimizes potential
local and pan-European views, and adds overcome when putting AI to use for bias, but does not eliminate it, as it
value through a quantitative perspective specific use cases and to derive value is inevitable in market research. One
We see more people understanding that we on how advanced companies are with
AI, and a qualitative perspective on how
on a strategic level. potential type is social desirability
and conformity bias, as the topic of
Proprietary AI investment data
need to start acting here and now.
to develop the skills required to succeed AI receives lots of media and political
with AI. We have recived input from over We have supplemented the prima- attention. Response bias, including
300 people from 277 participating com- ry source input from the companies extreme responding, cultural bias, and
panies. This has resulted in a range of with acquisition data from numerous acquiescence bias (“yea-saying”), are
interviews and case studies as well as 269 sources, to take the pulse of the AI potential factors as we ask respondents
— Assa Abloy Manufacturing company
company responses to our survey. investment market in Europe. These to self-report on their respective com-
insights help provide a picture of the panies’ experience. Therefore, while
Extensive online survey data from wider European AI ecosystem and its this report follows best practices, some
business leaders in 269 companies development. bias is possible.
We have surveyed people with a leading
role in managing the AI agenda in all the AI expert perspectives Nonetheless, with the combination of
companies that have contributed to the With this wider understanding of AI extensive survey data, interview data,
study. This gives us an aggregate dataset start-up acquisitions, partnerships, and investment data, and expert perspec-
that enables a perspective for each mar- investment funding, we outline how tives, we believe the report provides a
ket and each sector, as well as compara- investments in AI are skyrocketing, solid foundation for an indispensable
The challenge is that AI will be available in
tive insights for the respective company where AI investment is taking place view of executive experience with –
types, sectors, and countries in Europe. geographically, and which sectors are and future plans for – AI in business.
many different places so you will need to
making bets. As we are on the cusp of
Qualitative in-depth interviews with widespread change driven by AI, we
senior business executives also reached out to AI experts from
manage all AI and machine learning in all your In addition, we conducted deep-dive
interviews to gain deeper, qualitative
academia for an outlook of AI technol-
ogies going mainstream, and to gain
products and services. It is not in one place or
insights into how AI is affecting the ex- an understanding of the macro scale
ecutive agenda. Through conversations of business effects that they expect will
with business leaders, we report on materialize when looking into a distant
one function, it is all over the place. where they expect AI will have an impact,
how important AI is to their current and
future.
future business strategies, what benefits
they hope to realize from implementing
AI, and which capabilities they believe
— Ericsson Telecommunications company are key to advance AI maturity in their
companies.
12 13Setting the Scene Setting the Scene
Executive Perspective
Large group of respondents Surveyed companies are well represented across
Who are the respondents that have contributed to the study? with a specific AI/digital role each of the 15 European markets
Organizational function of respondents Number of online surveyed companies per country
in the online survey
The data approach used allows us to Functional diversity A combined annual revenue
identify trends across industries and The respondents cover very different of $1.9 trillion
countries based on input from various functions, of which the most common Participants come from both major
N e th
functional business areas. Consequent- are designated AI/digital department, listed companies, privately held com- 67
erlan
nd
ly, we have captured a range of in- followed by IT, and strategy/general panies, and in some case relatively small
Ir e l a
sights, learnings, and perspectives from
ds
management functions. This functional companies. In totality, they represent a 60
both strategic and technical points of diversity increases the breadth of the combined revenue of approximately
N
en
or
ed
view.
w
report, with insights and perspectives $1.9 trillion. Despite covering a signifi-
Sw
ay
22
20
covering widely different aspects of AI. cant part of total European business, our 45
Respondents predominantly in selection criteria have also favored more
20
21
D e nm an d
senior level positions ar k ze r l
Surveyed companies span niche oriented companies with extensive 39 Swit
To ensure that these insights and per- multiple sectors AI experience and capabilities. 27
25 20
26
spectives are relevant at the executive
level, we surveyed and interviewed
The participating companies are spread 269
fairly evenly across seven sectors, with online survey
21 20
high-ranking officers with a responsi- the majority of companies belonging Primarily listed companies companies Italy
Austria in total
bility for driving the AI agenda in their to Industrial Products & Manufactur- represented in Swedish data 5
respective companies. With 60% of ing, followed by Financial Services, and The vast majority of respondents 22
22
respondents being either part of top Transportation, Energy & Construction. in Sweden are major listed com-
management or the executive man- Services and Life Science are represented panies, with some companies ga
l Fin
15
20
lan
tu
Digital/AI
General Management, Strategy
General IT/Technology
& Business Development
R&D/Product Management
Customer Service & Marketing
Admin & Finance
Other
21
agement team, their input is likely well r d
to a lesser extent. privately held by foundations. Po
atuned to the general perspective and The participating companies in
Un ce & G
overall strategic direction of the com-
ain
Sweden had a combined total
Fra
ite
Sp
panies they represent.
Luxenbourg
Belgium &
n
dK
annual revenue of over $158
i n g m a ny
billion in 2017.
do
er
m,
More than 300 participants Majority hold a top management or executive position
Number of participants interviewed Organisational level of person participating in the study
and/or online surveyed in the study
Seven major sectors covered in the study
Representation of participating companies per sector category
25 of +300
are Swedish participants 10%
C-suite/Executive 27%
+ 9% 21% 17% 7%
35%
Top Management Life Science Industrial Products Finance Services
(non-executive) 33% Pharmaceutical, Healthcare, Manufacturing, Banking, Insurance, Professional Services,
Biotech Materials, Equipment Investments Hospitality, Public Services,
Membership Organization
55%
Management
Level 37% 13% 16% 17%
Employee
(non-managerial level) 3% 0% CPR TMT Infrastructure
Consumer Products Technology, Transportation, Energy,
& Retail Media/Entertainment & Telecom Construction, Real Estate
15 European markets Sweden 15 European markets Sweden
14 15277 Companies Indie Campers, Intesa Sanpaolo, ISDIN, ISS, Jansen AG, Julius Baer,
Katoen Natie, KBC Group, Kemira, Kingspan Group, KLP Banken,
Komplett, Kongsberg Gruppen, LafargeHolcim, LanguageWire,
LEGO, LEO Pharma, Lerøy Seafood, Liga Portugal, L’Occitane, Lonza,
A.P. Moller - Maersk, Acciona, Adamant-Namiki of Europe, Aegon, L’Oreal, Lusíadas Saúde, Luz Saúde, Länsförsäkringar, MAPFRE,
Aena, Ageas, Agfa-Gevaert, Agrifirm Group, Ahlstrom-Munksjö, Merkur Versicherung, Metall Zug, Metro, Metso, M-Files, Millicom,
AIB, AkzoNobel, Almirall, Alpro, ALSA, Amadeus, AMAG, Ambea, Mota-Engil, Mutua Madrileña Automovilista, Møller Mobility Group,
APM Terminals, Aprila Bank, Arcelor Mittal, Ardagh Group, Neste, NH Hotel Group, Nilfisk, Nokia Corporation, NorgesGruppen,
Arval BNP Paribas Group, Asiakastieto Group, Assa Abloy, Norstat, Novabase, Novartis, Novo Nordisk, Novozymes,
Assicurazioni Generali, Atea, Audi, Austrian Airlines, Austrian Now TV, OBI, Oesterreichische Nationalbank, OP Financial Group,
Federal Computing Centre, Autogrill, BAM Group, Barco, BASF, Opportunity Network, Orion, Paddy Power Betfair, Peltarion,
BAWAG P.S.K, Baxter, BBVA, Besix, Bolloré, BTG, BUWOG, C&C Pernod Ricard, PFA, Philips, Planeta DeAgostini, Poste Italiane,
Group, Campbells International, Capio, Carmeuse, Carnival Posti, PostNord, Proximus, Pöyry, Rabobank, Raiffeisen Software,
UK, CEiiA, Cermaq, Chr. Hansen, Cirsa, City of Amsterdam, Raiffeisen Switzerland, Ramada Investimentos SA, Randstad, Rexel,
Colruyt Group, Com Hem, Combient, Comifar Distribuzione, ROCKWOOL Group, Room Mate Hotels, Royal College of Surgeons in
Constitutional Court of Austria, Coolblue, COOP Nederland, Ireland, S Group, Saipem, Saint Gobain, Sakthi Portugal, Salsa, Saxo Bank,
Cosentino Group, Costa Crociere, Credit Suisse, Crédito Agrícola, Sbanken, SBB Swiss Federal Railways, Schindler, SEB, SGS,
DAF Trucks, Danfoss, Danske Bank, Dawn Meats, DFDS, DNA, Siemens Mobility, SimCorp, Skandia, Solvay, Sonae, Sonae Arauco,
DNB, DSM, DSV, Dümmen Orange, Dynamic ID, DAA, Edison, SpareBank 1 SMN, SpareBank 1 Østlandet, Sportmaster, Statkraft,
EDP - Energias de Portugal, Egmont, EQT, Ericsson, Erste Group Stedin, Steyr Mannlicher, Stora Enso, Styria Marketing Services, Suomen
Bank, ESB, ESIM Chemicals, Esprinet, Europac, Fazer, FDJ, Terveystalo, Swedbank, Swisscom, Taylor Wimpey, TDC, Teamwork,
Federal Office of Meteorology and Climatology MeteoSwiss, Ferrovial, Telefónica, Telekom Austria, Telenor Global Shared Services, Telia,
Fexco, Finnair, Fortum, Galp, Geberit, Genalice, Generali Versicherung, Tesco, Tetra Pak, The Navigator Company, TIM, Tine, Tokmanni ,
GetVisibility, Gjensidige Forsikring, Glen Dimplex Group, Globalia, TomTom, Tryg, TTS Group, TVH, Ubimet, UDG Healthcare, UniCredit,
GN Store Nord, GrandVision, Grupo Antolin, Grupo Ascendum, Unilin, UPM, Vaisala, Valmet, Valora Group, Van Lanschot, Vattenfall,
Grupo Codere Cablecom, Grupo Juliá, Grupo Nabeiro – Delta Cafés, Version 1, Visana, Vodafone Automotive, VodafoneZiggo, Voestalpine
Grupo Pestana, Grupo Visabeira, GSK, GAA, H. Lundbeck, Hafslund, High Performance Metals, WABCO, WALTER GROUP, Western Bulk,
Handelsbanken, Hera, Hostelworld, Husqvarna, IKEA Group, William Demant, Wind Tre, WIT Software, Wolters Kluwer, Zurich
Ilmarinen Mutual Pension Insurance Company, Implenia, Impresa, Airport, Zurich Insurance, Öhman, Ørsted, Österreichische Post.
Swedish companies All companies, excluding Swedish companies Note: Of all contributing companies, 14 chose to be anonymous, 0 of them being from Sweden
16 17Setting the Scene Setting the Scene
Bits and Bytes
Companies are using a mix of Data Sources and Storage
Companies are using a combination Solution: How are you primarily dealing with the computing demands
of on-premise and cloud solutions needed for AI?
Data Source: 1.Are you currently using unstructured or structured data
Companies are increasingly using
What technologies and data solutions are within the scope of the study? cloud-based AI solutions for both
types in your AI process? 2.Are you currently using internal or external
data sources in your AI process?
storage and on-demand computing
power - 83% of companies reporting
using Cloud technology to some ex-
AI can be defined as the ability of a not in common use by companies in While companies historically have tent to enable their AI capabilities. Key
machine to perform cognitive func- Europe. Companies surveyed are cur- primarily have used internal data for benefits of cloud solutions mentioned
by many respondents are the flexibility
Solution
tions which are normally associated rently focused on narrower and more supervised Machine Learning, many
with humans. This includes reasoning, specific use-cases that support existing have begun exploring the possibility of to swiftly scale systems up and down
learning, problem solving, and in some business. These efforts will undoubt- combining internal and external data- to accommodate changing demand, a
cases even exercising human behavior edly help companies build capabilities sets in order to produce even deeper variable cost structure, and access to 27% 17% 56%
such as creativity. that are necessary to deploy more insights. larger data sets. However, many com- In Cloud On premise Both
advanced AI solutions in the future. panies are still relying on on-premise
Advanced AI applications are not Machine Learning and Smart Robot- solutions, not least due to existing data
yet widespread Machine Learning ics were found to be the most useful. infrastructure.
AI holds the potential to transform The most commonly used AI technol- It is not clear from the study if this is
business in a radical way given its wide ogy among the surveyed companies because they are simply the most com-
variety of use. Quite simply, business is Machine Learning. This is inarguably mon starting points before deploying Machine learning and natural
leaders need to understand AI in order due to its wide-ranging applicabili- more advanced technologies, or if they language processing most
to grasp the opportunities and threats ty, making it relevant for a variety of also longer term hold the most wide used by Swedish companies
the technologies pose. use-cases across the value chain. Of the and sigificant application potential. On average, the underlying
Data Source
different types of Machine Learning, technologies that are used most 32% 7% 43%
While companies acknowledge the the most common is supervised Ma- by Swedish companies are con- Structured Unstructured Both
significant potential of broader, more chine Learning, where software is fed centrated in two areas: machine
advanced AI technologies such as structured data and finds patterns that learning (80%), and natural lan-
computer vision, speech recognition, can be used to understand and inter- guage processing (65%). Natural
and virtual agents, they are currently pret new observations. language processing ranks con-
siderably higher than the Euro-
pean aggregate (39%). Overall,
A broad definition of technologies are included in this AI definition there is a higher share of Swedish
companies in each of the technol- 38% 3% 44%
Technologies included in the definition of AI used in this study
ogies compared to the European Internal External Both
aggregate.
Text Analysis
Computational analysis of texts,
Natural Language Processing
making it readable by other AI or
Biometrics Machine Learning and Smart Robotics found to be the most useful
computer systems.
Computer interpretation, under- Analysis of human physical and Which of the following technologies have you found to be most useful in your company’s deployment of AI?
standing, and generation of written emotional characteristics – used
natural human language. also for identification and access
control.
77% 44% 40% 39% 39% 26% 21% 20% 6%
Virtual Agents
Computer-generated virtual personas Machine Learning
that can be used to interact with people A computer’s ability to ‘learn’
in both B2C, C2B, and B2B contexts. from data, either supervised or 80% 55% 50% 65% 55% 40% 30% 25% 5%
non-supervised.
Speech Recognition Neural Networks and Deep Learning
Enables computers to interpret spo- Machines emulating the human brain,
ken language and to transform it into enabling AI models to learn like humans.
written text or to treat it as commands
for a computer. Machine Smart robotics Neural Natural Text analysis Virtual agents Computer Speech Biometrics
Computer Vision learning networks and language vision recognition
Gives computers the ability to deep learning processing
Smart Robotics “see” images similar to how
The combination of AI and robots to humans see.
Affirmative responses, 15 European markets Affirmative responses, Sweden
perform advanced tasks compared to
traditional non-intelligent robots.
Note: Remaining percent ‘Don’t know’ responses
18 19Setting the Scene Setting the Scene
Follow the Money acquisitions, and is also much in line
with what we’re seeing when compar-
ing with the US and Asia.
Over $254 million invested in
AI start-ups in Sweden in the
TMT most active, behind private
equity and venture capital
Investments into AI companies per sector,
How much is invested in AI in Europe? Finland past decade mUSD (accumulated 2008-2018)*
$24M Investment activity concentrated in In Sweden, there were 73 trans-
Norway 21 deals major European markets actions over the past decade
$30M It comes as no surprise that a lot of involving companies working
A few big AI transactions 5 deals
influencing the overall picture investment activity is in the UK, France, with AI. Of these, 55 reported
Company AI investments in mUSD and and Germany, having attracted 87% of deal value totaling $254 million.
$254M
transaction volume per market 73 deals investment in AI companies over the A large portion of this amount
past decade. The UK leads significantly was the $121 million investment $7,453M
(accumulated 2008-2018) Sweden 1,027 deals
in this regard, with 533 of the total in Zenuity in 2016, which works Private Equity /
1,362 AI transactions in Europe. From with autonomous vehicles. Of Venture Capital**
an investment perspective, it is also the AI companies in Sweden that
$330M*
21 deals worth noting that in April 2018, the EU received investments or were
committed to a 70% increase in invest- acquired, 55% focus primarily on
$7262M Denmark
Ireland ment in European AI by 2020, suggest- machine learning technology,
533 deals
The Netherlands ing further growth and potential in the likely due to its wide applicability
United Kingdom
$39M region. across a range of business prob-
$43M
37 deals 45 deals lems and sectors.
$110M $520M
14 deals 140 deals
Belgium
Germany
Steady increase in European AI investment
AI companies invested into, transaction volume, Europe (from 2008-2018)** $1,843M
220 deals
$107M TMT
31 deals $75M
17 deals
$1357M Switzerland
165 deals Number of $494M
Austria transactions 17 deals
France Industrial Products
$3M 450
8 deals $368M
398
Portugal $47M 12 deals
29 deals 400 Infrastructure
European Sweden $131M Italy
350 327
markets 79 deals
Total $254M
UK bubble size not represenative 300 investment 21 deals
*Universal Robots acquired for $285M $10.5bn Life Science
Spain
250 228
The acquisition data from numerous alone. This trend is on track to con- tive investors and acquirers of AI than $70M
corporates, accounting for 75% of deal 200 41 deals
sources enabled us to explore the tinue, with an exponential increase Finance
European AI ecosystem and gain in- in interest in AI driving more large volume in the last 10 years. This is an 148
indication that AI companies are in the 150
sights into investment activity. companies to invest in AI or acquire AI
capabilities from innovative start-ups. early stages of high risk/high growth
100 88 $38M
An exponential increase in AI in- Of the 15 markets surveyed, some in- dynamics. It also indicates that, for 10 deals
64
vestment over the past decade clude one or two transactions that are large corporates, acquiring or invest- CPR
ing in external AI businesses in order 50 29 27
Looking at AI transaction activity significantly large deals. 14 11
to obtain AI capabilities is relatively
across Europe, there has been a steep 0 $22M
Majority of investments in AI from limited. This is confirmed by our survey 14 deals
consistent growth trend over the past
private equity and venture capital results where only 10% of companies 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Services
10 years, totaling 1,334 transactions
are seeking to obtain needed AI capa-
involving AI by 2017 – with a six-fold Private equity (PE) and venture capital
bilities through external investment or
increase in activity in the last 5 years (VC) firms are significantly more ac- Europe **Including governmental investment
Note: Several transactions in the dataset did not have publically disclosed deal values, suggesting that actual total values are higher than what’s shown above *For all of Europe, 34 countries (not just the 15 markets focused on in this report)
20 21Artificial Intelligence in Europe
( Case Study ) Setting the Scene
Combient Expert Perspective
What does the future look like according to AI analysts?
Combient is a Swedish- and Finn- organizational change, including ed- fierce competition for talent. As the
ish-based collaboration network of ucating the C-suite to build awareness partner companies emphasize, you not
enterprises representing various in- and urgency for change. Companies only need data scientists but the entire
dustries with the goal of driving digital represent various industries, making setup for AI, including data analysts,
innovation. By leveraging a shared pool for an open culture which resulted in software engineers, and people who
of experts and focusing on implemen- an understanding of AI from real-life can integrate AI projects into the busi-
tation, companies reduce the ness. You also need to un-
risks and costs of experimen- derstand what data you have We also spoke to a range of leading AI Agile culture enables AI task is to educate and improve un-
tation. AI is currently a signif- and need, and how AI can derstanding, from C-suite leadership
icant part of the venture, with
By leveraging a shared pool of experts be applied to your individual
experts from business and academia Culture was a recurring theme as well.
to gain insights into the kind of change teams to employees at the coal face.
over 50% of its staff working and focusing on implementation, com- context, as copying compet- which we are on the cusp, and the
It can either stifle forward momentum
This also ties in with the importance of
in organizations, or be the silver bullet
with AI and Advanced Analyt- panies reduce the risks and costs of itors may not be the right role AI is expected to play as part of a that enables the potential of AI to be partnering to get started and access
ics and is a significant part of experimentation. AI is currently a signifi- approach for solutions that broader transformational wave. the expertise needed to use AI. While
realized from top to bottom.
what it does for its partners. are not plug and play. This partnering and collaborating solves
cant part of the venture. is made easier with broad AI is entering the mainstream Some of the experts even argue that the perennial AI challenge concerning
In practice, Combient’s access to experts. Efforts and here to stay the scarcity of talent, the significant
it’s not only technical skills that hold
experts work with partner so far are mainly in driving cost and substantial benefit that can
One thing was clear from the experts up AI projects, it’s also the need for a
companies to identify what their needs examples that were launched in rapid radical efficiency, where AI is used in be gained from AI means that organ-
we spoke to: as far as the peaks and culture of experimentation.
are and what areas of digital focus will succession over the past year. back office functions, customer service, izations also need to be cognizant of
troughs of hype and technological
make them successful. They help with Collaboration helps companies address R&D, production planning, chatbots building capabilities in-house for the
leaps surrounding AI go, there is no Companies that are more natively
everything from implementation to the biggest challenge on the market: and optimizing the value chain. long-term.
doubt that we are living through a digital or have gone down that road
particularly prominent peak, with no understand the value of experimenting
indication that the buzz nor the po- and iterating. They don’t think in tra- Finally, as AI develops, we are also
tential will fade away any time soon. In ditional terms of committing to year- going to see innovation and expertise
spreading outside of the dominant
What next? a world increasingly dominated, dis-
rupted and driven by innovative tech
long projects that need to produce
specific outputs, but rather to explore clusters of the likes of Silicon Valley,
powerhouses, large and small, it is no and test ideas before scaling. as governments, businesses and uni-
Founded in January 2015 and headquartered in Sweden and Combient is continuing its efforts in driving the digital agenda versities increasingly invest in building
understatement to suggest that AI will
Finland, Combient is a joint venture of global enterprises with a across industries and it believes that in 1-2 years, the benefits of knowledge, resources and capabilities.
be a chief protagonist in the change When it comes to AI,
vision of bringing digital innovation to the industry. Its key values AI will be prevalent. Companies will be much more efficient and
transcending all elements of business knowledge is power
are innovation, collaboration and experimentation. Its work grow much faster, to the point that they could disrupt their own
in what has been labelled the Fourth Expert opinion also seemed unani-
with leading Swedish technical universities and the Wallenberg industries. Besides radical efficiency initiatives, Combient expects
Industrial Revolution. mous in that most people not directly
Autonomous Systems Program (WASP) makes Combient a new business models to ramp up in the coming years. There are
already interesting initiatives moving forward, yet due to their involved with AI must still have quite a
bridge between industry and academia. Combient supports 24 Business-minded people will
more transformative nature, they are progressing slower than the basic understanding of what AI is and
companies, with a combined total of over 500,000 employees and drive the transformation
early cost-efficiency initiatives. what it can actually do. Therefore, the
€130 billion in turnover.
The AI experts confirmed some of the
key ingredients necessary for AI in
organizations: a combination of do-
main and technical expertise, the ap-
propriate technology, the right talent,
and lots and lots of data. While letting
tech-savvy individuals drive innovation Farmers and growers are still reasonably
The challenge is to understand how to Expectations and reality usually do not match. is great for building understanding, conventional, with an average age of 55 years. The
benefit from something that is so new. Some true transformation will not come until
People think of movie-like advanced reality. chances are that this will change significantly in the
business people start suggesting prob-
AI technologies are not mature, so you can’t If the company does not have right advisors future. It could just be that technology companies
lems for AI to solve - not the other way
have a ‘plug and play’ approach. There is a lot and references, they can make the wrong round. will become the disruptors of our market.
of work and adoption to do, as there are no assumptions and get disappointed.
solutions available where you can just buy — Royal Agrifirm Group
and start using. Agricultural cooperative
22 23Setting the Scene Setting the Scene
We believe that every organization is going to have to write their
From the Horse’s Mouth* own AI manifesto: what they believe about AI, how they’re going
to use or not use data, how they’re going to publish data, and
*From the highest authority
make the consumers of their products and services aware of that.
The creation of those manifestos is going to become a gateway
to the success of AI.
— Norm Judah, Chief Technology Officer of Worldwide Services
at Microsoft
The full extent of the AI story remains in its early stages. What
we do know is that big data, computing power and connectivity If you have a ton of data, and your problem is one of classifying
are changing the industrial landscape. The opportunity rests in patterns (like speech recognition or object identification), AI may
accelerating the digitization of businesses, making them more well be able to help. But let’s be realistic, too: AI is still nowhere
data driven by building applications that deliver machine-assist- near as flexible and versatile as human beings; if you need a ma-
ed insights. chine to read, or react dynamically, on the fly, to some kind of
ever changing problem, the technology you seek may not yet ex-
— Mona Vernon, CTO, Thomson Reuters Labs ist. Intelligence is a really hard problem.
— Gary Marcus, Professor, New York University
In some cases, there is too much hype, but paradoxically, the
potential opportunities and benefits of AI are still, if anything,
under-hyped. Often, the impact of new technologies is overes- AI is a general purpose technology, so will eventually affect all in-
timated in the short term and underestimated in the long term, dustries. However, this impact can be slowed by the lack of data
and while there is a lot of noise regarding AI, there’s been a lack in particular industries. There’s also more innovative cultures
of in-depth discussion and analysis of how it’s actually going to inside different organizations, that can either drive adoption or
transform businesses. prevent it.
— Nigel Duffy, Global AI Innovation Leader, EY — Marc Warner, CEO, ASI Data Science
24 25Artificial intelligence in Europe Role of AI in European Business
A Strategic Agenda
Where is the AI conversation currently taking place?
Role of AI
A good starting point to understand Active C-suite and Board of Direc- both pertain to job insecurity and to
how large European companies are tors involvement the fact that AI is still a highly abstract
handling AI is to look at who in the In 71% of the companies surveyed, AI topic for many when it comes to prov-
organization is driving the AI agenda, is already an important topic on the ing day-to-day business value.
whether it be the Board, the C-suite, C-suite agenda and across various
managers, or employees. roles - from cost-focused CFOs looking
for efficiency through automation, to AI important across all hierar-
in European
AI is particularly relevant at CDOs with customer-oriented ambi- chical levels in Sweden
higher organizational levels tions as part of wider digitalization In Sweden, AI is an important
From driving strategic considerations efforts, to the CTOs who is often still topic across all levels of the or-
at the Board level to being a topic of in- responsible for a type of AI Center of ganization, particularly at the
terest or concern at the employee level, Excellence. executive and managerial level.
the results are clear: AI is important Additionally, at 60%, Sweden is
Business
and resides across all levels at many of Companies more advanced in AI tend the country with the highest num-
the organizations we interviewed. to have stronger involvement of the ber of respondents that report
C-suite and the Boards of Directors AI is an important topic at the
Only a few companies stated that AI is than the rest. They focus less on the non-managerial level. This could
not currently an important topic at any technology itself and more on the busi- reflect the recent influx to the
level of the organization - while the ness problems that AI can addresses. country’s workforce of graduates
vast majority of companies view AI as with AI related backgrounds.
generally important regardless of how Relatively speaking, the AI topic seems
advanced they are, or how much AI is to not yet having reached the same
being considered for deployment in level of importance at the non-mana-
the near future. gerial level (employees) than at the top.
Speculating about the reason, it could
There is a lot of hype surrounding AI at the moment, and few
doubt its potential. We examine how important is AI compared to
other digital priorities and where AI fits on the strategic agenda. AI is an important topic on the C-suite level in particular
On what hierarchical levels in your company is AI an important topic? AI is in particular an im-
portant topic at the Execu-
tive Management level
We look at the impact of AI on the company’s core business, as
S T R AT E G I C L E V E L
well as adjacent and new areas of business. Board 60%
of Directors 38%
level
Executive 80%
We also examine the current AI maturity levels across sectors and Management
level
71%
markets, the potential drivers for deploying AI, and where AI is 80%
Managerial 56%
applied within organizations, across customer-facing functions, level
operations, product development, and internal business support. Employee
(non managerial
60%
28%
level)
O P E R AT I O N A L L E V E L
Affirmative responses, 15 European markets Affirmative responses, Sweden
26 27Role of AI in European Business Role of AI in European Business
Among Friends Push or Pull
What is the importance of AI against other digital priorities? How is AI predominately deployed into the organizations?
To understand the drivers behind Both Business and IT drive AI advancements in
In a business era driven by innovation The participating companies are gen- AI slightly more important the adoption and deployment of AI Swedish companies
and tech-led disruption, AI is obviously erally in the process of understanding than other digital priorities in the companies, we took a closer
not the sole priority. the potential of existing data, includ- Among Swedish companies surveyed, AI deployment is driven by
in Sweden look at how AI is approached in a top
ing to what extent it can be used, both pull from the needs of the business as well as push from IT’s
Most companies in Sweden are down-bottom up management con-
AI as a digital priority what it can be used for, and how to capabilities and innovations. In addition, 35% of Swedish compa-
engaging in successful pilot text, and from a functional tech- vs.
capture and leverage it. nies manage AI via a combination of a top-down and bottom-up
When asked on a scale of 1 to 5 how projects and proofs of concept, business driven dynamic.
approach, 30% only use a bottom-up approach, and 30% only
important AI is to the business relative or have AI initiatives that are
Furthermore, many of the companies top-down. These results suggest Swedish companies do not grav-
to other digital priorities, the majority released into production. When AI driven from a combination of
are focused on building the appropri- itate towards a singular approach to managing AI in the organiza-
of respondents told us that it is about it comes to their prioritization, technology push and business pull
ate data infrastructures or modern- tion.
equal. Very few organizations said it respondents in Sweden on av- The contributing companies are quite
was their most important digital priori- izing legacy systems as a top digital evenly split across deploying AI as a
erage consider AI slightly more
ty, or not formalized as a digital priority priority, both being prerequisites top down process, as a bottom up, or
important than other digital
at all, with the spread of responses for introducing AI into the company. as a combination of the two. However, AI deployed and managed in a balanced way
priorities, a ranking above the
leaning slightly towards the upper end Considering that AI is heavily reliant when looking at the self-reported most How would you characterize the way AI is being managed in your com-
European aggregate. Additionally,
of the importance spectrum. on data as its fuel, this development advanced companies, they are more pany? How would you characterize the way AI is being deployed in your
20% of Swedish companies report
suggests that the foundations are top down than bottom up in their ap- company?
AI is the most important digital
This slant is likely to increase as many being laid for further AI integration in proach. It was clear from speaking with
priority for their organization,
companies expect AI to become more the years to come. them, that this is partly a result of AI
the highest result across all par-
important, as the technology develops ticipant countries. This aligns with being increasingly important enabler in
and use-cases become more clear to respondents saying their focus is the company, and playing an increas-
Top Down Bottom up Both
companies. on collecting and storing the right ingly significant role in the the overall
data, and executing their general strategy.
digital strategy as a company.
AI driven from a combination of
technology push and business pull
According to a large part of the com-
Deployment Approach
panies. and despite still being a techni-
cally complex thing that requires many 34% 30% 29% 30% 28% 35%
specially skilled employees, AI is most
AI is seen as one of many digital priorities - but rarely the most important The majority consider
AI to be important often deployed as a combination of
How important is AI relative to your company’s other digital priorities?
business pull and technology push.
This resonates well with one of the Business Pull IT Push Both
Avg. Score most consistent inputs from the execu-
30%
44% tives on the most sought after AI pro-
25% 28%
20% files which centered in on the hybrid
15%
10% 9% 12% 3.3 3.1
7% prodile that understand the business
needs and the ability to match them to
the technological possibilities.
1 2 3 4 5
24% 25% 23% 15% 45% 60%
Not important Important Most important
AI is not formalised AI is one of many AI is the most important
as a digital priority digital priorities digital priority
15 European markets Sweden
15 European markets Sweden Note: Remaining percent ‘Don’t know’ responses
Note: Remaining percent ‘Don’t know’ responses
28 29You can also read
