The 2025 Writer AI Survey

Generative AI 

adoption in 

the enterprise
How to break down silos, navigate tension, and activate
champions to unlock the transformative potential of AI at work
Table of contents
Voices of AI adopters 3
Key findings 7
Widespread AI optimism
9
Generative AI adoption challenges
13
Strategies to maximize the 

potential of generative AI 21
Traits of supportive technology partners
30
The path to AI transformation 32
Enterprise AI
at a crossroads
For the last four years at Writer, we’ve The themes explored in this report
worked alongside some of the world’s surface the very real challenges we 

biggest companies, like Accenture, see every day as organizations
L'Oreal, Mars, and Vanguard, helping undergo this wholesale shift:
them figure out what it really takes to misalignment, power struggles, and
make AI work at scale.
stalled ROI. Leaders are making big
The companies pulling ahead aren’t bets, but the payoff is slow. AI tools 

just using AI to do the same work, are rolling out, but employees aren’t
faster. They’re using it to unlock new equipped, aligned, or sometimes even
value and empower their employees willing to use them. Power struggles
to push boundaries, think bigger, 
 over who owns decisions are creating
and work in entirely new ways. This friction instead of momentum.

people-first approach isn’t just a And yet, the energy is there. People
differentiator. It's the defining factor 
 want AI to work. They want it to drive
in whether enterprises successfully something bigger in their roles. It’s 

navigate the transition to become 
 not enthusiasm that’s stalling adoption,
AI-first.
it’s the lack of a real strategy, the right
But most enterprises aren’t there 
 tools to empower teams, and a partner
yet. Change at this scale is hard, that can actually make it work at scale.

especially in organizations with The ones getting it right aren’t just

thousands, even tens of thousands, of pushing AI from the top down, they’re
employees. Instead of transformation, making AI a shared initiative. They’re
they’re seeing tension. And the gap taking all this excitement, all this
between AI’s promise and what’s optimism, and pulling people into 

actually happening on the ground is the process instead of leaving 

only widening. them behind.

Writer | Workplace Intelligence 1

They’re breaking AI out of silos and

putting it in the hands of the people

who know their work best,

encouraging them to rethink their

biggest, most mission-critical

challenges.

At Writer, we see this shift happening

every day. We’ve helped hundreds 


of enterprises move from

experimentation to full-scale

transformation and real ROI, with 


AI-first enterprises now coming 


into view.

What waits on the other side of the AI

transformation is a better way of

working – one that’s more creative,

more inspired, and full of potential for

organizations and the people who

power them.

May Habib
CEO & Co-Founder
Voices of AI
adopters
To better understand the The C-suite audience included C-level

opportunities and barriers to AI executives such as CEOs, CFOs,

adoption in the enterprise, Writer CTOs, and CIOs. The employee

partnered with research group audience included individual

Workplace Intelligence to survey a contributors as well as managers and

diverse group of 1,600 knowledge team leads. Employees were required

workers across the U.S., including 800 to be working in the finance, HR,

C-suite executives and 800 legal, marketing, sales, or customer

employees. 
support functions at their

organization.

While most research has taken a

broad view of generative AI, all of the The companies involved in the survey

respondents we surveyed were were enterprise organizations having

actively using AI. Specifically, between 100 to over 10,000

employee respondents were required employees. These companies

to be using generative AI tools at spanned industries including:

work, and C-suite respondents were technology, financial services, retail

required to be working at a company and consumer goods, and healthcare,

that permits the use of these tools. By pharmaceuticals, and life sciences.

focusing on those who have already This wide-ranging participation

adopted generative AI, we were able provides a comprehensive

to more acutely understand the perspective on the state of generative

experiences, attitudes, and beliefs AI adoption today. Research findings

shaping AI transformation in the are based on a survey conducted in

workplace. 
December 2024.

Writer | Workplace Intelligence 3

 who we surveyed

Company size

38%
100-999

38%
1,000-4,999

employees employees

11%
10,000+

13%
5,000-9,999

employees employees

Department / function (employees only)

Customer support 25%

Sales 16%

Finance 16%

Human resources 16%

Legal 14%

Marketing 1% 13%

Writer | Workplace Intelligence 4

 who we surveyed

Seniority

21%
Manager /

50%
C-suite
Team lead

29%
Employee /

Individual contributor

Industry

Financial services 32%

Technology 27%
Healthcare, pharma,
life sciences 23%
Retail and 18%
consumer goods

Writer | Workplace Intelligence 5

 who we surveyed

Number of in-house generative AI applications company

has developed and deployed at scale (C-suite only)

46%
4-9 applications
10%
10+ applications

1%
Not sure

37%
1-2 applications
6%
0 applications

Length of time using generative AI tools at work (employees only)

19%
More than 

41%
1-6 months
12 months

40%
7-12 months

Writer | Workplace Intelligence 6

1 Widespread AI optimism
88% of employees and 97% of executives say they’ve benefited from
generative AI, and both groups are leveraging these tools for a wide

2
range of use cases.
Challenges with adoption
Despite the clear benefits of generative AI tools, 72% of the C-suite say
their company has faced at least one challenge on their journey to AI
adoption, and 42% say the process of adopting generative AI is tearing

3
their company apart.
Power struggles
Organizations are especially struggling with internal alignment. 71% of
the C-suite say AI applications are being created in a silo, and around
two-thirds say the adoption process has created tension or division

4
within their organization.
Disconnects between workers and employers
Employees and executives aren’t seeing eye-to-eye regarding AI
implementation. For example, just 45% of employees — versus 75% of
the C-suite — feel their company has been very successful in adopting

5
and using generative AI over the past 12 months.
Employee retaliation
41% of Millennial and Gen Z employees admit they’re sabotaging their
company’s AI strategy, for example by refusing to use AI tools or
outputs. The reasons for this range from fears about AI taking over their
job to concerns about the quality of AI tools, pointing to the need for a
better change management process.

Writer | Workplace Intelligence 7

 Poor quality AI tools

6 Employees are so unhappy with their employer’s tools that 35% are

paying out-of-pocket for the generative AI tools they use at work. This is

a significant cost burden to employees, and it could also be creating a

security risk for organizations.

Higher investment yields greater ROI

7 When it comes to successfully adopting generative AI, there’s a 40

percentage-point gap between companies who invest the most and

those who invest the least. Companies making large, strategic

investments are outperforming peers.

AI champions: an untapped resource

8 Among employees using AI, 77% are AI champions or have the potential

to become AI champions within their organization. These workers are

taking steps that can support a better implementation process for their

entire organization.

From AI champions to AI builders

9 Not only are AI champions eager to be advocates, but many also want

to play an active role in building solutions. Nearly all (98%) AI

champions have already helped create AI tools for their company or

would like to do so.

Companies want partners, not just vendors

10 According to 98% of the C-suite, vendors should help set the vision for

AI at work. Yet most vendors are letting companies down, with 94% of

executives reporting that they’re not completely satisfied.

In this report, we’ll explore our survey findings and describe how organizations

can overcome obstacles they might encounter when implementing AI. We’ll

also describe how vendors should be supporting the adoption process for

employers.

Writer | Workplace Intelligence 8

Widespread AI
optimism
Executives cite several factors that excitement about AI. At least 9 out of
have led their organizations to adopt 10 employees (90%) and C-suite
generative AI, including opportunities leaders (93%) say they’re optimistic
for revenue as well as employee about their company’s approach to
interest. In fact, both audiences report generative AI.
an overwhelmingly high level of

What are the primary factors driving generative AI

adoption at your company?
Revenue opportunity 52%
Employee interest 49%
Competitive pressure 42%
Customer demand 37%
Solves a pain point 37%
Executive ultimatum 35%

9/10 respondents are optimistic about

their company’s approach to
generative AI.

Writer | Workplace Intelligence 9

Generative AI use cases
Both employees and executives are of the C-suite say at least a quarter
leveraging generative AI for a wide of their job has already been
variety of use cases. However, 
 impacted or enhanced by generative
the C-suite is more likely to be using AI, revealing that leaders are leaning
generative AI for these purposes. In on AI tools for support more than
addition, 60% of employees and 89% workers.

Are you currently using generative AI to support you 


at work in any of the following ways?
C-suite Employees

Data analysis 
 54%

and insights 41%

Customer 47%
support 40%

Knowledge 46%
management 35%

Automating 42%
complex tasks 28%

Automating 41%
repetitive tasks 33%

Content 39%
generation 29%

Personalized 37%
communication 34%

Editing and 36%

proofreading 44%

Ideation and 33%

brainstorming 25%

Forecasting and 31%

decision-making 21%

Writer | Workplace Intelligence 10

Generative AI benefits

The vast majority of both audiences — way, noting that these tools have

88% of employees and 97% of given them more time to focus on

executives — say they’ve benefited strategy, innovation, and relationship-

from generative AI tools in at least one building at work.

Has your job changed in any of the following ways

as a result of generative AI tools?

C-suite Employees

More time to focus 
 51%

on strategy
41%

50%
Ability to make data-

driven decisions faster

34%

More time for innovation or

46%
exploring new business

opportunities 24%

More time to coach/ 39%

manage others or

collaborate with colleagues 30%

Less time on writing 31%

(e.g., emails, reports)
39%

Less time on
28%

administrative tasks
39%

3%
My job has not

changed
12%

88% of employees and 97% of the C-suite have

benefited from using generative AI tools.

Writer | Workplace Intelligence 11

Role in talent attraction

The advantages of generative AI go 96% of executives expect a potential

well beyond the on-the-job employer to provide generative AI

applications of these tools. In fact, training opportunities.

offering best-in-class tools can play an

What’s more, 45% of employees and
important role in retaining and
59% of executives say they wouldn’t
recruiting talent — even at the top
even consider working for a company
levels of the organization.

that isn’t using generative AI. Perhaps

The majority of employees (81%) and most notably, 35% of employees and

the C-suite (97%) say if they were 59% of the C-suite report that they’re

looking for a new job, it would be actively looking for a new job with a

important to work for a company company that’s more innovative with

that’s leading and innovating in generative AI than their current

generative AI. 84% of employees and

employer.

The Writer advantage

Among employees who use Writer, 77% feel their

company is ahead of its competitors when it comes to

leading and innovating in generative Al. Among those

who don't use Writer, that number is just 56%.

of the C-suite reports that

they're actively looking for a new

59% job with a company that's more

innovative with generative AI.

Writer | Workplace Intelligence 12

Generative AI 

adoption
challenges
Despite overall positive perceptions, report, we’ll shed light on some of

72% of the C-suite say their company these challenges and explore steps

has faced at least one challenge on organizations can take to enable a

their journey to generative AI smoother and more successful

adoption. In the remainder of this adoption process.

1
Lack of generative AI skills / knowledge

72% 2

Tension between IT teams and users

Employee retaliation and lack of trust

of organizations
4
Security issues

have faced

challenges during 5
In-house development challenges

the generative AI
6
Unrealistic expectations

adoption process,

including: 7 Poor quality tools

Writer | Workplace Intelligence 13

Tension point 1: Power struggles
While executives are overwhelmingly collaborating across the business to
optimistic about the future business drive value. However, some
impact of AI, the majority are facing executives are disappointed with the
challenges with organizational role this department is playing in
alignment and adoption. Around two- driving adoption, noting that IT
thirds of the C-suite say generative AI leaders aren’t working with employees
has created tension or division (41%) or other lines of business (36%)
between IT teams and other lines of to adopt generative AI. 

business (68%) as well as between

Over a third (36%) of the C-suite say IT
executives and employees (63%). 42%
teams aren’t delivering real value
say adopting generative AI is tearing
when it comes to generative AI, and
their company apart and has created
49% say employees have been left to
power struggles and disruption at
figure generative AI out on their own.
their organization.

Perhaps most tellingly, 71% say

Adopting AI requires a different set of generative AI applications are being
requirements and skills than created in a silo at their organization.

technologies of the past. In the most

successful organizations, IT is

71%
of the C-suite say generative
AI applications are being
created in a silo at their
company.

Writer | Workplace Intelligence 14

In addition, workers and leaders aren’t Nor do they agree on who should be
on the same page regarding who in control of AI decision-making. 44%
owns the generative AI strategy at of employees maintain that IT leaders
their company and holds the power in and teams should hold this power, but
AI-related decisions. While 67% of the the C-suite still largely favors
C-suite believe executives are in executives (53%).
charge, just 35% of employees agree.

Who owns the generative AI strategy at your company

and holds the power in AI-related decisions?
IT teams and leaders Business teams / departments
Executives Users / Employees

67%
43%
35%
29%
15%
7%
3% 1%
Employees C-suite

Writer | Workplace Intelligence 15

Tension point 2: Disconnects

Employees and leaders aren’t seeing that their company has a generative

eye-to-eye regarding several factors, AI strategy in place, revealing a

including how well their company is concerning lack of top-down

implementing generative AI. What’s communication.

more, some employees aren’t aware

Approach to generative AI Success with generative AI

47% 73% 45% 75%

Employees C-suite Employees C-suite

Feel their company’s approach 
 Think their company has been very

to generative AI is completely 
 successful in adopting and actively

well-controlled, coordinated, 
 using generative AI over the past 12

and highly strategic. 

months.

Awareness of AI strategy Organizational AI literacy

57%
Employees
89%
C-suite
33%
Employees
64%
C-suite

Say their company has a generative AI Believe their organization as a whole

strategy in place
has a high level of AI literacy and

comprehension.

Writer | Workplace Intelligence 16

Tension point 3: Lack of ROI
One thing both audiences agree on is That’s in spite of the fact that 73% of
that companies aren’t achieving the companies are investing at least $1
high level of ROI that they’ve million each year in these
promised. 43% of employees and 44% technologies.

of leaders say executives at their

company talk a big game about What’s more, 62% of executives think
generative AI but can’t deliver.
it will take at least three years for their
company to see a return on
Proving this point, only around a third investment from generative AI. And
of the C-suite say they’ve seen a perhaps most tellingly, 34% of the C-
significant ROI with respect to suite admit that generative AI
employee productivity (36%), cost adoption at their company has been a
savings for their organization (36%), massive disappointment.

and revenue (32%).

How much does your company invest in

73%
generative AI technology annually?
<$100k 3%
$100k - $500k 11%
$500k - $1m 15% of companies are
investing at least 

$1m - $5m 28% $1 million each year
in generative AI
$5m - $10m 25% technology, but just
1% one third have seen
$10m - $100m 16% significant ROI.

>$100m 4%

Writer | Workplace Intelligence 17

Tension point 4: Employee retaliation
Companies that aren’t putting in the In addition, 1 out of 10 workers say
effort to overcome AI adoption they’re tampering with performance
challenges may be paying a steep metrics to make it appear AI is
price — and one they may not even be underperforming, intentionally
aware of. That’s because 31% of generating low-quality outputs,
employees say they’re sabotaging refusing to use generative AI tools or
their company’s generative AI outputs, or refusing to take generative
strategy. That number jumps to 41% AI training.
for Millennial and Gen Z employees.

The top ways workers are retaliating

27% 20% 16%

have entered
company information
are using generative 

AI tools that aren’t
have been aware of

an AI security leak but
into a non-approved permitted by 
 haven’t reported it.
generative AI tool. their employer.

41% of Gen Z employees are

sabotaging their company's
generative AI strategy

Writer | Workplace Intelligence 18

Among employees who are better-quality AI tools. However, many
sabotaging their company’s strategy, of these issues indicate a poor change
some report that this is because management process. Including
they’re dissatisfied with their employees in adoption and
company’s AI tools. Others note implementation initiatives and being
broader fears around AI replacing transparent with them about the
them or diminishing their value. 
intended use cases for generative AI
can help lessen their concerns about
Organizations can address a few of
AI taking over their job.

these concerns simply by using

What are the main reasons you’re working

against your company’s generative AI strategy?

AI diminishes my value 33%

or creativity

I don’t want AI to take 28%

over my job

AI has too many 28%

security issues

My company’s AI tools 28%

are low-quality

AI is adding to my 24%
workload

My company’s AI strategy 22%

is poorly executed

AI is inherently biased 20%

and unethical

I don’t like change 17%

Writer | Workplace Intelligence 19

Tension point 5: Poor-quality tools
Employees’ dissatisfaction is also least $25 a month, which adds up to
highlighted by the fact that 35% are $300 (or more) a year.

paying out-of-pocket for the

Not only is this a significant cost
generative AI tools they use at work
burden to employees, but the use of
because their employer doesn’t
non-approved tools creates a clear
provide the ones they want. Over a
security risk for organizations.

quarter (27%) report that they pay at

Are you paying out-of-pocket for any of the generative AI

tools you use at work, because your employer doesn’t provide
the tools you want?

9% < $25/month

12% $25–$49/month

65%
I’m not paying
35%
for any tools
8% $50–$74/month

4% $75–$99/month
3% $100+/month

Numbers may not add up to 100% due to rounding

35%
of employees are paying out-of-
pocket for the generative AI tools
they use at work.

Writer | Workplace Intelligence 20

Strategies to
maximize the
potential of
generative AI

Overall, our survey data points to process. In the remainder of this

widespread struggles with AI report, we’ll examine some of the
adoption, with 95% of executives steps organizations can take to turn
reporting that their company could things around.
use more support to improve this

95%
of the C-suite admit their
company needs to improve
the generative AI adoption
process.

Writer | Workplace Intelligence 21

 maximize the potential

Would any of the following help improve

the process of generative AI adoption for
your company?

Generative AI education 52%

Better quality tools 


and vendors
47%

More AI engineering
talent
46%

More collaboration 

with IT teams
43%

More communication
about AI initiatives
42%

Gradual
implementation
31%

Incentivizing
adoption
29%

We don’t need to make

any improvements
5%

Writer | Workplace Intelligence 22

Strategy 1: Formalize and invest in
your generative AI plan
One of the most important steps an As shown in the chart below, there’s
organization can take is simply also a clear link between increased
putting a generative AI strategy in annual investment and success in
place. At companies that do not have adopting and using generative AI
a formal AI strategy, just 37% of the C- tools. While not every organization
suite say they’ve been very successful will be able to invest millions into
at adopting and implementing AI, generative AI, it’s worth considering
versus 80% at companies that do whether your company is investing
have a strategy.
enough to produce the ROI you’re
hoping to achieve.

How successful has your company been in adopting and

actively using generative AI over the past 12 months?
% who said “very” successful, by annual investment

>$100m 94%
$10m - $100m 85%
$5m - $10m 77%
$500k - $1m 73%
$100k - $500k 61%
<$100k 1% 54%

40
pp gap
When it comes to successfully adopting generative AI,
there’s a 40 percentage-point gap between companies
who invest the most and those who invest the least.

Writer | Workplace Intelligence 23

Strategy 2: Nurture your
company’s AI champions

Another way employers can move the company. Among employees using AI,

needle on generative AI adoption is by over three-quarters (77%) say this

supporting AI champions — those term either “completely” or

who have fully embraced generative “somewhat” describes them.

AI and advocate for it at their

How well does the term “AI champion”

describe you?

28% 48%
Completely Somewhat

6%
Not at all

18% 77%
of employees are
Very little
either already AI
The Writer advantage champions or have
Employees who use Writer are the potential to
nearly 2X more likely to be AI become AI
champions, compared to champions within
those who do not use Writer. their organization.

Writer | Workplace Intelligence 24

Workers who consider themselves AI noting that it’s given them more job

champions are taking key steps that stability (42%), they’re more respected

can support a better adoption and at work (37%), and they’ve gotten

implementation process for their promoted more quickly (21%).

entire organization, including those

Over half (51%) say it’s made them
shown below.

more motivated and engaged, an

In addition, nearly all (94%) of the AI outcome that offers clear benefits to

champions surveyed say being an AI employers as well.

advocate has benefited their career,

As an AI champion, which of the following steps 


have you taken?

Identifying generative
AI opportunities for 

57%
my organization

Demonstrating the
value of generative AI 52%

Developing a strong
understanding of
generative AI and 
 50%
AI trends

Empowering and
educating others
48%

Leveraging and
experimenting with 45%
generative AI tools

Building cross-
38%
functional relationships

Writer | Workplace Intelligence 25

These champions are not only eager Empowering AI champions to become
to be advocates, but also want to play AI builders is an effective way for
an active role in creating AI organizations to increase their overall
applications and solutions for their ROI and success. With these benefits
employers. An impressive 98% have in mind, companies should support
already helped build or design AI these champions and also nurture
tools (59%) or would like the employees who demonstrate the
opportunity to do so (39%). potential to become AI champions.

As an AI champion, have you had the opportunity to

help build/design any generative AI tools for your
organization?

59% 39% 2%
Yes No, but I
No, and I’m 

would like to not interested

98%
of AI champions have
helped build generative AI
tools for their company or
would like to do so.

Writer | Workplace Intelligence 26

Strategy 3: Select the right vendors
Best-in-class generative AI vendors believe vendors should play a role in
don’t just provide tools — they also shaping the vision for AI at work, with
support change management, 70% saying that role should be
provide employee education, and "significant.”
much more. In fact, 98% of executives

What role should generative AI vendors play

in helping shape the vision for AI at work?

70%
Significant role
28%
Moderate role

2%
Small role

98% of the C-suite think generative AI

vendors should play a role in
helping shape the vision for AI 

at work.

Writer | Workplace Intelligence 27

Where technology vendors fall
short
Unfortunately, most vendors aren’t shown in the chart below are either
delivering on their role in providing “very” or “somewhat” important, far
adequate tools or shaping the vision fewer leaders rated their company’s
for generative AI. While the vast generative AI solutions as “excellent”
majority of the C-suite say the factors in these areas.

How important are the How would you rate the generative AI
following factors in a solutions your company currently
generative AI solution? uses, with respect to these factors?

% who say this is important % who rate their AI solution(s) as excellent

Security/data 71% 98%

governance
User experience 57% 96%

Speed 57% 98%

Easy integration 57% 97%

Cost-effectiveness 56% 96%

Customization 54% 96%
options
Level of support 54% 96%
from the vendor
Accuracy/ 53% 98%
reliability

Writer | Workplace Intelligence 28

The most critical factor leaders Employees are also disappointed with

highlight is security / data the performance of the tools they use,

governance, with 80% of executives with a significant number reporting

noting that this is “very” important. that they routinely receive information

However, just 37% of employees that’s unsatisfactory.

believe generative AI tools are very

secure, revealing that most vendors

aren’t delivering on this key attribute.

When using generative AI tools, how often do you receive

information that’s unsatisfactory in the following ways?

Always/Often or Sometimes Rarely/Never

Inaccurate 59% 41%

Confusing 56% 44%

Biased 52% 48%

Out-of-date 48% 52%

Poorly written 40% 60%

Over half of employees say the information

provided by generative AI tools is regularly

inaccurate, confusing, or biased.

Writer | Workplace Intelligence 29

Traits of supportive
technology partners

Vendors play a crucial role in helping generative AI companies they use,

companies seamlessly implement noting a variety of ways in which

and adopt generative AI. Yet nearly all vendors could improve their offerings

executives (94%) surveyed say they’re and support.

not entirely satisfied with the

Customize AI tools

1
53% of the C-suite say vendors are letting them down when it comes

prioritizing use cases for their business needs. They expect vendors to

work closely with them to identify high-value applications for their tools

and determine potential proof-of-concept opportunities.

Help companies prepare

2 According to 52% of respondents, vendors should be doing more to help

their company define roles and responsibilities, gather necessary data,

and address security considerations. The same percentage (52%) say

they’d also like vendors to offer training or certification programs for users.

Offer a pilot phase

3 50% of executives want vendors to provide more support for the cultural

acceptance of AI at their organization. Experienced vendors know that

offering a pilot phase allows employees to experiment with new tools and

test their functionality, ensuring a smooth transition.

Writer | Workplace Intelligence 30

 Measure impact

4 48% of leaders wish vendors would help them measure and

communicate the impact of AI tools within the organization. Best-in-class

vendors will gather both quantitative and qualitative data to showcase

their platform's value and level of adoption.

Enable companies to scale up

5 Scaling and operationalizing the use of generative AI tools across the

enterprise is the final (and most exciting) phase of the adoption process.

Yet 45% of the C-suite say their vendors could be doing more to support

this key step for their organization.

The right vendor partnership can also offering hands-on, dedicated

unlock the full potential of generative support, both of which are essential

AI and drive innovation within for a successful generative AI journey.

organizations. But leaders need to Engaging in thorough discussions

carefully assess potential AI vendors with vendors and requesting

to ensure they can meet the unique demonstrations and customer

security, reliability, and flexibility success stories can help with the

requirements of the enterprise while selection process.

of the C-suite are not

94% completely satisfied with

their generative AI vendors.

Writer | Workplace Intelligence 31

The path to AI
transformation
The days of AI experimentation are With a strong strategy, meaningful
over. The future belongs to companies investment, and the right technology
that are actively transforming their partnership, AI shifts from a source 

organizations by deeply embedding AI of friction to a force for change,
into every function and team. These unlocking entirely new possibilities 

leaders have a clear roadmap that for organizations and the people
emphasizes trust and alignment, behind them.

moving AI from isolated pilots to real-

world, mission-critical applications.
They empower AI champions with
easy-to-use technology, ensuring that Identify the next steps 

teams can integrate AI seamlessly into in your company's AI
their workflows and have a role in transformation journey
building the AI solutions they need.

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Equally important, they choose a 

true AI partner that understands 

the complexities of the enterprise,
collaborates closely, and remains Is your organization ready 

deeply invested from initial to implement, integrate, 

discussions to deployment to 
 and leverage AI?
adoption at scale.
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Writer | Workplace Intelligence 32

About Writer
Writer is the full-stack generative AI platform trusted by hundreds of
enterprises like Accenture, L’Oreal, Qualcomm, and Vanguard to
empower people and transform work. Its fully integrated solution
makes it easy to build, deploy, and scale powerful AI agents around
mission-critical workflows, backed by Writer’s family of secure,
enterprise-grade LLMs. With Writer, retail companies are launching
products faster, healthcare organizations are improving clinical trials,
and financial firms are auditing 100% of reporting data in real-time. 

Founded in 2020, Writer is backed by world-leading investors,
including Premji Invest, Radical Ventures, ICONIQ Growth, Insight
Partners, Balderton, B Capital, Salesforce Ventures, Adobe Ventures,
Citi Ventures, IBM Ventures, and others.

Learn more at writer.com.

About Workplace Intelligence

Workplace Intelligence is an award-winning thought leadership and
research agency focused on the world of work. We help companies,
and their executives, tell their workplace story in a meaningful,
relevant, and impactful way using primary data, insights, and
interviews. For more information go to our website and subscribe to
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