Highlights top AI-related risks: data privacy (66%), decision opacity (48%), and regulatory compliance (44%), suggesting key governance concerns.

Identifies risks amplified by GenAI such as data privacy, IP infringement, fairness, inaccurate outputs, and malicious use. Emphasizes broader organizational and societal implications.

This slide measures global concern over uncontrolled AI. It displays the percentage of respondents by country who believe such an AI program could cause global chaos, indicating rising or falling concern vs. 2023.

This slide evaluates global concerns about uncontrollable AI causing havoc. Malaysia and Philippines rank highest, while Hungary and Poland rank lowest. A comparison with 2022 perceptions is included, showing changes in sentiment for each country.

The slide explores the risks of AI and ML in the insurance industry, including governance structures and controls to ensure responsible use.

Analyzes the potential risks associated with AI in corporate communications, highlighting issues like misinformation and loss of human touch in messages.

The slide reflects that AI is viewed more as a risk than an opportunity in areas like national security, public services, and the economy. The sentiment has remained consistent since Sept 2023, revealing cautious public attitudes toward AI’s societal impact.

High-level roadmap showing how AI will impact trading and investment functions over three waves (2024–2034+), from basic to advanced AI assistants, data analysis, and automation.

The slide proposes three maturity-based paths for AI adoption: quick wins, test & learn, and scaling. Each stage includes actionable strategies such as diagnosing pain points, using ready-made tools, and building custom models to integrate AI into procurement.

This slide details the roles played by leadership, teams, consultants, and vendors throughout the AI adoption journey—from use case identification to value realization. It suggests a democratized approach with high leadership involvement early on and more vendor/consultant responsibility in later stages, especially for small firms needing external expertise.

Public confidence in the ability of governments to contain AI-based defense systems that malfunction or rebel is depicted. Most countries score below 50%, reflecting global uncertainty on AI risk management.

Discussion on new working groups, data guidelines, and human roles in managing generative AI security risks

This slide captures emotional responses to AI in New Zealand compared to global averages. It quantifies sentiment across three areas: perceived benefits, excitement, and nervousness. The data suggests a more cautious outlook among New Zealanders toward AI technologies.

Describes the internal and external skills and systems needed to successfully implement AI in procurement. It includes internal capabilities like data integration, compliance, and AI literacy, and external roles such as AI product managers, engineers, and data scientists.

This slide outlines how AI capabilities can be built within a company by leveraging existing teams and adding new AI-specific roles. It highlights skills in data management, compliance, AI product management, engineering, and data science.

The slide ranks countries by AI skill penetration based on LinkedIn self-reports. Germany ranks second after the US, with a 1.5x OECD average. This emphasizes Germany’s strong AI talent base and its inclusion among leading AI nations despite lower investment and startup funding.

The slide highlights gaps in workforce confidence regarding AI skills, particularly across demographics like gender, education, and geography. Only 36% overall feel confident using AI in work. Men, graduates, and Londoners report higher confidence levels. The data stresses the importance of targeted upskilling to reduce inequality in AI readiness.

This slide highlights Germany's position as a major but underfunded AI player in Europe. It shows Germany having a high number of AI startups but relatively low funding per GDP, suggesting untapped potential for leadership in AI innovation compared to countries like the UK and Switzerland.

Outlines KPMG's support model for AI transformation: developing strategy, ensuring compliance, empowering workforce, and building infrastructure. The slide serves as a consulting service value proposition for AI initiatives.

Encourages firms to act by developing AI-based strategies, standardizing data, and testing technologies before scaling. Practical advice is visualized clearly for quick interpretation.

Consolidates steps organizations are taking to advance AI integration: leadership involvement, ethical safeguards, pilot testing, and implementation of best practices in data and system management.

This slide summarizes seven strategic considerations for implementing AI in finance, covering priorities like planning, technology, transparency, and the role of auditors. It serves as a checklist or guide for finance teams integrating AI.

Shows that over 80% of leading companies focus AI investments on reshaping critical functions and inventing new products, not just deploying tools.

The slide outlines four strategic pillars for successful AI adoption: aligning AI with core competencies, building trust, establishing sustainable tech infrastructure, and cultivating an AI-driven culture. It provides detailed guidance on how banks can navigate AI transformation by addressing risk, improving data governance, and investing in workforce capabilities.

The slide shows widespread worry (73%) over AI-enabled surveillance violating privacy. The US (74%) and Canada (75%) align closely with global concern levels.

Compares perceived value across AI technologies like anomaly detection, machine learning, and genAI by leaders and others, highlighting industry-specific trends, especially in financial services and TMT sectors.

This chart illustrates global concern over AI-based defense systems potentially becoming a threat to humanity by escaping human control. With the global average at 60%, the US and Canada register 64% and 59% respectively, reflecting moderate anxiety over emerging AI risks in military contexts.

This slide presents survey results on perceived positive AI impact globally, emphasizing that emerging and Asia-Pacific markets see more benefits across information access, healthcare, learning, and work compared to the U.S. and Europe.

Illustrates how AI tools are utilized across various risk types within organizations.

Emphasizes growth in AI workforce training—from just 6% in 2023 to 29% in 2024. Despite the improvement, ~70% of firms still lag, suggesting a gap in full AI adoption readiness.