How ready are organisations for AI?

Key findings

Three findings that set the tone

The DACH analysis draws on 64 cleaned self-assessments, mostly from senior decision-makers. The European survey shows the same pattern across 165 responses.

1. 01

   Openness meets adaptation gaps

   Employees' openness to change scores 3.94 of 5, the highest of all 19 items. The ability to adapt structures and processes scores 2.47, the lowest. The bottleneck is not acceptance but the way work is organised.

   DACH analysis, n = 64, maturity scale 1–5. European survey: 4.01 versus 2.59 (n = 165 and 163).

   Chapter 06: Adaptability

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   • Q6 InnovativenessOpenness to change3.944.01
   • Q18 Reconfiguring (Structures)Adapting structures and processes2.472.59

   • DACH analysis (n = 64)n = 64
   • Europe (n = 165)n = 165
   • Scale midpoint 3

   Takeaway: In the DACH analysis, openness (Q6) scores 3.94 and adapting structures and processes (Q18) 2.47. The European survey shows the same pattern: 4.01 versus 2.59.

   Item means per analysis · Mean on the maturity scale 1 (least developed) to 5 (most advanced) · Probst 2026, Appendix B

2. 02

   Three profiles show different starting points

   A cluster analysis splits the 64 organisations into an advanced profile (12), an intermediate one (27) and an early stage (25). Adaptability separates them most sharply; on external alignment the intermediate and early-stage profiles are level.

   DACH analysis, n = 64. K-means with three clusters; shares describe the sample, not the market.

   Readiness profiles in detail

   122725

   • Advanced12 / 64 · 18.8%
   • Intermediate27 / 64 · 42.2%
   • Early stage25 / 64 · 39.1%

   Takeaway: 12 of 64 organisations (18.8%) fall into the advanced profile, 27 (42.2%) into the intermediate one and 25 (39.0%) into the early stage.

   n = 64 organisations · Number of organisations and share in percent · Probst 2026, Table 5

3. 03

   External conditions remain a challenge

   Governance, ecosystem and the handling of the EU AI Act score low across all three profiles. Even the advanced profile reaches only 3.58 here, its sole score below 4. The gap is systemic, not company-specific.

   DACH analysis, n = 64. Gap between the advanced profile (n = 12) and the early stage (n = 25) in scale points.

   Chapter 05: Governance & ecosystem

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   • AdaptabilityDynamic Capabilities2.29
   • LeadershipLeadership2.24
   • Technology foundationsTech Foundation2.22
   • DataData Engine1.80
   • People & capabilitiesInternal Assets1.79
   • Governance & ecosystemExternal Alignment1.16

   Takeaway: The gap is widest on Dynamic Capabilities (2.29 scale points) and narrowest on External Alignment (1.15). External alignment barely separates the profiles; adaptability separates them most sharply.

   Advanced n = 12 versus early stage n = 25 · Difference of means in scale points (1–5) · Probst 2026, Appendix C

The European survey (n = 165) confirms the order: leadership and people ahead, data and adaptability behind. The model behind it rests on a review of 52 international studies; the comparison sits in the «What is AI readiness?» chapter.

All findings in detail

Dimensions

Five foundations and the ability to move them

Leadership, people, technology, data and governance form the foundations. Adaptability shows whether you can keep developing them. The study chapter explains the framework and all six dimensions in detail.

The model in detail: what is AI readiness?

Contents

The path through the edition

Publisher

Published by Teklens