{"id":25429,"date":"2026-06-21T01:41:42","date_gmt":"2026-06-21T01:41:42","guid":{"rendered":"https:\/\/globalnewstoday.uk\/index.php\/2026\/06\/21\/how-tech-companies-can-break-out-of-the-ai-roi-trap-ey\/"},"modified":"2026-06-21T01:41:42","modified_gmt":"2026-06-21T01:41:42","slug":"how-tech-companies-can-break-out-of-the-ai-roi-trap-ey","status":"publish","type":"post","link":"https:\/\/globalnewstoday.uk\/index.php\/2026\/06\/21\/how-tech-companies-can-break-out-of-the-ai-roi-trap-ey\/","title":{"rendered":"How Tech companies can break out of the AI ROI trap &#8211; EY"},"content":{"rendered":"<p>Discover the insights you need to make better decisions today, to shape the future with confidence.<br \/>See more<br \/>Wealth &amp; Asset Management<br \/>               <a href=\"\/en_gl\/insights\/ipo\/trends\">How IPO candidates can navigate uncertain and selective markets<\/a>             <br \/>               <span class=\"date\">08 Apr 2026<\/span><a href=\"\/en_gl\/people\/karim-anani\">Karim Anani <\/a>             <br \/>Geostrategic Analysis<br \/>               <a href=\"\/en_gl\/insights\/geostrategy\/geostrategic-analysis\">Geostrategic Analysis<\/a>             <br \/>               <span class=\"date\">10 Apr 2026<\/span><a href=\"\/en_gl\/people\/oliver-jones\">Oliver Jones <\/a>             <br \/>Futures Reimagined<br \/>               <a href=\"\/en_gl\/megatrends\">Megatrends 2026 and beyond<\/a>             <\/p>\n<p>  <a href=\"\/en_om\/media\/podcasts\">EY podcasts<\/a><br \/>  <a href=\"\/en_om\/media\/webcasts\">EY webcasts<\/a><br \/>  <a href=\"\/en_om\/case-studies\">Case studies<\/a><\/p>\n<p><a href=\"\/en_om\/services\/ai\">AI insights<\/a><br \/><a href=\"\/en_om\/ceo\">CEO agenda<\/a><br \/><a href=\"\/en_om\/cfo-agenda\">CFO agenda<\/a><br \/><a href=\"\/en_om\/board-matters\">EY Center for Board Matters<\/a><br \/><a href=\"\/en_om\/media\/podcasts\">EY podcasts<\/a><br \/><a href=\"\/en_om\/media\/webcasts\">EY webcasts<\/a><br \/><a href=\"\/en_om\/case-studies\">Case studies<\/a><br \/><a href=\"\/en_om\/coo\">Operations leaders<\/a><br \/><a href=\"\/en_om\/cio\">Technology leaders<\/a><br \/><a href=\"\/en_om\/insights#spotlight\">See more<\/a><\/p>\n<p>EY helps clients create long-term value for all stakeholders. Enabled by data and technology, our services and solutions provide trust through assurance and help clients transform, grow and operate.<br \/><a href=\"https:\/\/studio.ey.com\/en_gl.html\" target=\"_blank\" rel=\"noopener noreferrer\">Customer &amp; Growth by EY Studio&#43;<\/a><br \/><a href=\"\/en_om\/services\/ai\/platform\">EY.ai &#8211; A unifying platform<\/a><br \/><a href=\"\/en_om\/services\/consulting\/technology-transformation\">Technology transformation<\/a><br \/><a href=\"\/en_om\/services\/tax-function-operations\">Tax function operations<\/a><br \/><a href=\"\/en_om\/services\/climate-change-sustainability-services\">Climate change and sustainability services<\/a><br \/><a href=\"\/en_om\/ecosystems\">EY Ecosystems<\/a><br \/><a href=\"\/en_om\/industries\/financial-services\/business-transformation-platform\">EY Nexus platform<\/a><br \/><a href=\"\/en_om\/wavespace\">EY wavespace\u2122<\/a><br \/><a href=\"\/en_om\/services\/ai\/platform\">EY.ai &#8211; A unifying platform<\/a><br \/><a href=\"https:\/\/www.ey.com\/en_om\/realize-your-ambition\/strategy-transaction-transformation-consulting\">Strategy, transaction and transformation consulting<\/a><br \/><a href=\"\/en_om\/services\/consulting\/technology-transformation\">Technology transformation<\/a><br \/><a href=\"\/en_om\/services\/tax-function-operations\">Tax function operations<\/a><br \/><a href=\"\/en_om\/services\/climate-change-sustainability-services\">Climate change and sustainability services<\/a><br \/><a href=\"\/en_om\/ecosystems\">EY Ecosystems<\/a><br \/><a href=\"\/en_om\/industries\/financial-services\/business-transformation-platform\">EY Nexus: business transformation platform<\/a><br \/>Discover how EY insights and services are helping to reframe the future of your industry.<\/p>\n<p>Technology<br \/>               <a href=\"\/en_om\/services\/technology\/how-one-health-care-testing-company-gets-results-with-ai\">How one health care testing company gets results with AI<\/a>             <br \/>               <span class=\"date\">04 Dec 2024<\/span><a href=\"\/en_om\/people\/ey\">EY Global <\/a>             <br \/>Tax<br \/>               <a href=\"\/en_om\/insights\/tax\/how-a-unified-tax-compliance-approach-generates-value\">How a unified tax compliance approach generates value<\/a>             <br \/>               <span class=\"date\">04 Oct 2024<\/span><a href=\"\/en_om\/people\/ey\">EY Global <\/a>             <br \/>Strategy and Transactions<br \/>               <a href=\"\/en_om\/insights\/strategy-transactions\/how-an-american-city-tackled-a-major-budget-gap\">How an American city tackled a major budget gap<\/a>             <br \/>               <span class=\"date\">06 Sep 2024<\/span><a href=\"\/en_om\/people\/ey\">EY Global <\/a>             <br \/><a href=\"\/en_om\/case-studies\">See all<\/a><br \/>We bring together extraordinary people, like you, to build a better working world.<br \/>See more<br \/><a href=\"https:\/\/careers.ey.com\/ey\">Experienced professionals<\/a><br \/><a href=\"\/en_om\/careers\/parthenon\">EY-Parthenon careers<\/a><br \/><a href=\"https:\/\/eyglobal.yello.co\/job_boards\/c1riT--B2O-KySgYWsZO1Q?locale&#61;en\">Student and entry level programs<\/a><br \/><a href=\"https:\/\/careers.ey.com\/ey\/lp\/TC\/f7abb34d58e4b33e\/?locale&#61;en_US\">Talent community<\/a><br \/>At EY, our purpose is building a better working world. The insights and services we provide help to create long-term value for clients, people and society, and to build trust in the capital markets.<br \/>See more<br \/>Press release<br \/>               <a href=\"\/en_gl\/newsroom\/2026\/05\/geopolitics-tops-the-ceo-agenda-as-leaders-tighten-focus-on-profitability-ai-and-strategic-deals\">Geopolitics tops the CEO agenda as leaders tighten focus on profitability, AI and strategic deals<\/a>             <br \/>               <span class=\"date\">04 May 2026<\/span><a href=\"\/en_gl\/people\/laura-furness\">Laura Furness <\/a>             <br \/>Press release<br \/>               <a href=\"\/en_gl\/newsroom\/2026\/04\/genai-is-raising-the-stakes-in-managing-a-global-workforce-trust-and-speed-are-emerging-as-decisive-ey-research-finds\">GenAI is raising the stakes in managing a global workforce; trust and speed are emerging as decisive, EY research finds<\/a>             <br \/>               <span class=\"date\">22 Apr 2026<\/span><a href=\"\/en_gl\/people\/renny-popoola\">Renny Popoola <\/a>             <br \/>Press release<br \/>               <a href=\"\/en_gl\/newsroom\/2026\/04\/ey-launches-enterprise-scale-agentic-ai-to-redefine-the-audit-experience-for-the-ai-era\">EY launches enterprise-scale agentic AI to redefine the audit experience for the AI era<\/a>             <br \/>               <span class=\"date\">07 Apr 2026<\/span><a href=\"\/en_gl\/people\/emile-abu-shakra\">Emile Abu-Shakra <\/a>             <br \/>Press release<br \/>               <a href=\"\/en_gl\/newsroom\/2024\/06\/vellayan-subbiah-from-india-named-ey-world-entrepreneur-of-the-year-2024\">Vellayan Subbiah from India named EY World Entrepreneur Of The Year\u2122 2024<\/a>             <br \/>               <span class=\"date\">07 Jun 2024<\/span><a href=\"\/en_gl\/people\/eric-j-minuskin\">Eric J. Minuskin <\/a>             <br \/>Press release<br \/>               <a href=\"\/en_gl\/newsroom\/2024\/04\/extreme-e-and-ey-publish-season-3-report-recording-8-2-carbon-footprint-reduction-as-female-male-performance-gap-continues-to-narrow\">Extreme E and EY publish Season 3 report, recording 8.2% carbon footprint reduction as female-male performance gap continues to narrow<\/a>             <br \/>               <span class=\"date\">09 Apr 2024<\/span><a href=\"\/en_gl\/people\/michael-curtis\">Michael Curtis <\/a>             <br \/>Press release<br \/>               <a href=\"\/en_gl\/newsroom\/2024\/03\/ey-announces-acceleration-of-client-ai-business-model-adoption-with-nvidia-ai\">EY announces acceleration of client AI Business Model adoption with NVIDIA AI<\/a>             <br \/>               <span class=\"date\">20 Mar 2024<\/span><a href=\"\/en_gl\/people\/barbara-dimajo\">Barbara Dimajo <\/a>             <\/p>\n<p>           No results have been found         <br \/>Topics<br \/>General<br \/>People<br \/>Recent Searches<br \/>         Trending       <br \/>2025 Global IPO market key highlights and 2026 outlook  <br \/>The EY Global IPO Trends covers news and insights on the global IPO market for 2025 and an outlook for 2026. Learn more.<br \/>A supply chain solution sparked an industry-leading reaction for DuPont  <br \/>EY creates a supply chain solution to position this chemicals company with one of the most resilient supply chains on the planet. Read the case study.<br \/>EY.ai &#8211; a unifying platform  <br \/>EY.ai, a platform that unifies human capabilities and artificial intelligence to help you confidently adopt AI. Learn more.<br \/>Select your location<br \/>        <button class=\"close-country-selector\" aria-label=\"Close country language switcher\">         <i class=\"up-navigation-bar__expand-more-icon\"><\/i>       <\/button>     <br \/>         Authors       <br \/>             San Francisco Office Managing Partner, Ernst &amp; Young LLP           <br \/>             Senior Director, Technology, Media &amp; Entertainment and Telecommunications (TMT) and Strategy, EY-Parthenon           <br \/>             EY Global and Americas Technology Sector Leader           <br \/>             EY Global Technology Industry Lead Analyst           <br \/><span class=\"copy-block\"><span class=\"drop-cap\">A<\/span>s companies continue to invest heavily in Generative AI\u00a0(GenAI) and agentic AI, the keys to success are moving beyond pilots to end-to-end workflow transformation, measuring value with fit-for-purpose key performance indicators\u00a0(KPIs) and applying consistent governance to scale what works.<\/span><br \/><span class=\"copy-block\">GenAI and agentic AI continue to attract heavy investment, yet many organizations are discovering that the returns are slower, smaller or more uneven than expected. Leaders are working to build on pilots and proofs of concept, but the value they anticipate is not consistently appearing in the numbers. Instead, they find themselves caught in an AI ROI trap where experimentation accelerates faster than execution, governance and measurement can support.<\/span><br \/><span class=\"copy-block\">This article draws on EY research, including two global surveys of technology industry executives conducted with Oxford Economics, to explore why ROI is often fragmentary and hard to prove \u2014 and what leaders can do to convert experimentation into sustained value.\u00a0<\/span><br \/><span class=\"copy-block\">EY and Oxford Economics conducted two surveys of global technology executives. The first online survey collected 1,500 unique responses from respondents spanning 28 countries across the Americas, Asia-Pacific and EMEIA. Participation was highest among chief technology officers and their direct reports (21%); chief information officers and their direct reports (12%); chief financial officers and their direct reports (9%); chief strategy officers and their direct reports (9%). The survey sample had equal representation across the hardware; software and software as a service (SaaS); internet and social commerce; and IT services and cloud subsectors. The second survey collected 1,000 unique responses from similarly populated sample groups.<\/span><br \/><span class=\"copy-block\">Each survey presented a series of multiple-choice questions, agreement statements, and open-ended prompts to gauge respondents\u2019 views regarding their business\u2019s enterprise-wide AI strategy. Only representatives from companies with a deployed enterprise-wide AI strategy or concrete plans to adopt one were included in the survey, and all respondents had detailed knowledge of their company\u2019s AI strategy. Respondents were asked about AI use cases and opportunities, governance frameworks, data strategy good practices, and investment approaches related to enterprise-wide AI value creation in the technology sector.<\/span><br \/><span class=\"copy-block\">EY surveys found that about 16% of companies report generating zero ROI on GenAI-enabled Copilot initiatives, and fewer than half (43%) see substantial returns above 50%. This gap between expectation and outcome is starting to challenge GenAI\u2019s ability to deliver meaningful business value.<\/span><br \/><span class=\"copy-block\">The issue is broader than capability \u2014 it\u2019s timing, readiness, and economics. GenAI&#39;s journey to value is often longer and more complex than expected, with transformation of workflows requiring significantly different investment timelines. While some offer quick wins, achieving sustainable value necessitates rethinking end-to-end processes and platforms.<\/span><br \/><span class=\"copy-block\">Many organizations conduct pilots with immature and inconsistent governance that limit scaling beyond proof-of-concept, hindering ROI. The combination of high inference costs \u2014 the ongoing, usage-driven expense of running models in production \u2014 together with poor model-task alignment and limited change management can prevent even strong prototypes from delivering lasting returns. As AI capabilities advance from copilots to more autonomous agents, these limitations become more consequential \u2014 raising both opportunity and risk.<\/span><br \/>  \u00a0<br \/>           Chapter 1         <br \/>Organizations take a pragmatic approach to AI, favoring speed, cost and external solutions. But without clear enterprise vision, these choices enforce pilots, create governance gaps and limit ROI.<br \/><span class=\"copy-block\">As our survey results indicate, organizations are taking a wide array of approaches to decisions around AI architecture and delivery, with most choosing to work with external partners. Only 9% are building their own large language models (LLMs), while 18% are co-developing with third-party providers. By contrast, the majority are relying on external models \u2014 with 41% using closed models, 27% open and 26% hybrid approaches. Also, customization is largely incremental: 62% use standard external models, while 51% add retrieval-augmented generation (RAG) and 46% fine-tune with proprietary data. The latter two approaches are not mutually exclusive, so some organizations use both.<\/span><br \/><span class=\"copy-block\">The high degree of pragmatism in companies\u2019 AI architecture choices flows through to their vendor selection and solution design approaches, as shown in the chart below. On build-versus-buy, the most frequent choice is using a hybrid case-by-case strategy to balance customization with expediency. Out-of-the-box solutions come next, allowing for faster deployment and immediate functionality even if this results in higher upfront costs. Fewer organizations are relying on external providers or building solution-specific AI capabilities in-house. When engaging vendors, 61% of organizations prioritize best-of-breed over best-of-suite approaches.\u00a0<\/span><br \/><span class=\"copy-block\">Organizations also vary in how they balance rapid deployment of point solutions against comprehensive process redesign, typically aligning their approach to intended outcomes. Quick-to-implement solutions \u2014 such as AI-powered customer support systems \u2014 still remain prevalent compared to larger-scale objectives like integrating AI across all aspects of the finance function. This preference for rapid-deployment options is largely driven by immediate benefits such as implementation speed, cost efficiency, scalability and, to a lesser extent, ease of integration with existing processes. However, process redesign tends to outperform quick solutions in delivering greater flexibility and control, as well as strategic alignment.<\/span><br \/><span class=\"copy-block\">The overall message is clear. In the absence of a clear enterprise vision for AI, deployment choices default toward speed, cost and risk containment \u2014 effectively reinforcing pilots and point solutions despite enterprise goals of process transformation and strategic alignment. Those pragmatic choices are rational \u2014 but they create measurement and governance gaps that prevent enterprise ROI.<\/span><br \/>           Chapter 2         <br \/>Several factors are currently limiting AI return on investment, including insufficiently defined key performance indicators, and inadequate or immature governance frameworks.<br \/><span class=\"copy-block\">As companies navigate the difficult transition from AI pilots to enterprise-wide transformation, further factors limiting ROI on AI, include the fact that measurement of the benefits realized is largely qualitative rather than quantitative, and that the KPIs being used are often underspecified.<\/span><br \/><span class=\"copy-block\">Some 61% of respondents believe that implementation of AI is creating more value than they are able to quantify accurately. And while companies point to gains in productivity and transparency, they lack clear KPIs to measure impacts at an enterprise level. This appears to reflect a lack of upfront definition of the desired outcomes and metrics.<\/span><br \/><span class=\"copy-block\">These issues are compounded by governance that is both inconsistently deployed and still in its early stage of development. As the charts below show, companies are taking diverse approaches to the ownership of AI governance \u2014 with the most popular options being ownership by the CTO and distribution across various functions \u2014 and are also applying various strategies to embed AI leadership, with a fairly even split between a centralized approach and locating it at a functional level. Meanwhile, the vast majority of respondents have either established a cross-business council or are planning to do so.<\/span><\/p>\n<p><span class=\"copy-block\">The central issue is not the structure of governance, but that governance processes are applied unevenly. In a NAVI world \u2014 <a href=\"\/en_om\/megatrends\/what-if-disruption-is-not-the-challenge-but-the-chance\">nonlinear, accelerated, volatile, interconnected<\/a> \u2014 this inconsistency dampens ROI and heightens risk.<\/span><br \/><span class=\"copy-block\">The same pattern appears in data management. Nearly half (43%) of respondents use hybrid data models that split control between centralized and decentralized teams, and another 20% use federated approaches where business units manage their own data under enterprise-wide standards. To manage these distributed efforts, more than 50% of respondents report formal processes to assess architecture, data, workforce, customer and business readiness for AI, yet application lags: only 38% say they apply these processes regularly for architecture readiness and just 26% for data readiness.<\/span><br \/><span class=\"copy-block\">The takeaway is straightforward: there isn\u2019t a single \u201cpreferred\u201d governance approach, but there is a persistent execution gap. Even where governance processes exist, they\u2019re not being used consistently. Closing that gap \u2014 by making roles, standards and readiness checks repeatable in practice \u2014 is what will move AI beyond pilots and make ROI demonstrable. Agentic AI amplifies the cost of that gap because autonomy increases both scale and consequence.<\/span><br \/><span class=\"copy-block\">As organizations\u2019 AI journey advances to investments in agentic AI, the effect can be to repeat the excessive focus on pilots experienced with GenAI \u2014 but at larger scale and risk.<\/span><br \/><span class=\"copy-block\">For organizations, the step forward from GenAI to agentic AI compounds both opportunity and complexity. In immature governance environments, agentic deployments risk replicating GenAI\u2019s pilot trap at larger scale \u2014 introducing more moving parts and more risk. As with GenAI, some stakeholders express confidence that agents are creating more value than they can capture with existing metrics, a view with which 33% say they agree. Also, respondents\u2019 expectations for how agentic AI adoption will impact their current AI capabilities reveal diverging views \u2013 ranging from 40% expecting them to coexist and complement each other, to 12% anticipating minimal impact.<\/span><br \/>           Chapter 3         <br \/>By taking the following actions, organizations can boost the demonstrable value from their spending on AI and position themselves to scale up for an AI-powered future.<br \/><span class=\"copy-block\">GenAI has the potential to be transformative, but realizing its value requires discipline. Success depends on treating AI as a strategic investment, anchored in readiness, rigor and measurable results. Ultimately, escaping the AI ROI trap requires disciplined capital allocation, strong foundations and portfolio rigor. GenAI is increasingly a competitive necessity, but the risk lies in investing without discipline, patience and a clear understanding of time-to-value.<\/span><br \/><span class=\"copy-block\">A portfolio mindset helps leaders balance foundational \u201ctable stakes\u201d investments with longer-term bets that may take time to mature but are critical for future growth, setting realistic expectations for value realization. Where appropriate, apply a private equity (PE)-like approach: implement and gear investments toward steady, predictable returns. For transformational impact, adopt a venture capital (VC)-like mindset: diversify across many small bets, accept that some will fail, and pursue those that succeed. The key lies in adopting a dual mindset \u2014 optimizing for predictability where needed and embracing risk where transformation is possible.<\/span><br \/><span class=\"copy-block\">At the same time, successful AI deployment treats governance, risk and cybersecurity as enablers, not brakes. The key is to evolve these principles from static standards to dynamic, embedded pillars, ensuring they are applied consistently across the organization. Organizations that get this right will see stronger returns, not by slowing down, but by making innovation nimble, sustainable and repeatable. Early GenAI programs often favored tight central control; the next phase will reward disciplined scale with consistent guardrails.<\/span><br \/><span class=\"copy-block\">A clear set of actions can increase and clarify AI ROI, supporting enterprise-wide scaling and value growth. Based on EY research and experience, five actions can help organizations boost demonstrable value from AI and set the scene for scaling:<\/span><br \/>       How EY can help     <br \/>               <a data-analytics-link-click data-analytics-event-label=\"linkAreaHeader-EY-How EY can Help\" data-analytics-action-value=\"AI and intelligent automation\" href=\"\/en_om\/industries\/tmt\/ai-intelligent-automation\" tabindex=\"-1\">                 AI and intelligent automation               <\/a>             <br \/>Discover how EY&#39;s AI &amp; intelligent automation services can help your business improve business performance while making work safer &amp; more meaningful for employees.<br \/><span class=\"copy-block\">Leaders should redesign end-to-end workflows so value is captured at the process level rather than trapped in isolated applications. Start with the pilots and proofs of concept that demonstrate potential, then scale only what achieves tangible ROI and strategic fit.<br \/>   \u00a0<\/span><br \/><span class=\"copy-block\">Shift from qualitative narratives to fit-for-purpose KPIs tied to business outcomes such as growth, resilience, trust and cost-to-serve. Regularly assess both steady performers and high-risk ventures and be prepared to reallocate capital \u2013 doubling down on successes, pivoting or exiting underperformers.<br \/>   \u00a0<\/span><br \/><span class=\"copy-block\">Progress from inconsistent, function-level forums to enterprise-level decision rights that are integrated with deployment, operations and measurement. Establish a central charter for identity, policy and compliance, then give business units authority to design and implement incremental solutions, supported by a center of excellence to align innovation.<br \/>   \u00a0<\/span><br \/><span class=\"copy-block\">Hybrid data environments require stronger lineage, stewardship and quality checks; data readiness should become a gating criterion for scaling AI, supported by repeatable assessments. Introduce autonomy in stages with rigorous evaluation and human\u2011in\u2011the\u2011loop strategies, and provide shared services for data protection, anomaly detection and incident response as autonomy grows.<\/span><br \/><span class=\"copy-block\">\u00a0<\/span><br \/><span class=\"copy-block\">Balance and diversify investments by combining foundational \u201ctable stakes\u201d initiatives with a portfolio of experimental projects. Gear core investments toward reliability, while spreading risk across innovative bets that could deliver breakthrough value and communicate openly about investment strategies, risk appetite, timelines and outcomes.<\/span><br \/>\u00a0<br \/><span class=\"copy-block\">Organizations are heavily investing in GenAI and agentic AI, yet many remain trapped in pilots that fail to deliver meaningful ROI. EY and Oxford Economics research shows that unclear KPIs, inconsistent governance and immature data practices limit value capture. Most companies prioritize speed and point solutions over end-to-end transformation. To break the AI ROI trap, enterprises should redesign processes, strengthen governance, define measurable value, improve data readiness and use AI to support oversight.<\/span><br \/>Related content<br \/>             <a class=\"up-content-grid__list-item-title-link\" data-up-hook-content-grid=\"listItemTitle\" href=\"\/en_om\/insights\/tech-sector\/ai-in-finance-the-hidden-advantage-for-tech-companies\">How agentic AI can transform finance beyond automation in tech firms<\/a>           <br \/>             Discover how tech companies can transform finance operations with agentic AI. 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Ernst &amp; Young Global Limited, a UK company limited by guarantee, does not provide services to clients.<\/p>\n<p><a href=\"https:\/\/news.google.com\/rss\/articles\/CBMijwFBVV95cUxQU0UyTVZuLVJEWTlzQXRvS0dqcW10QzZJYk1GT3Vud0x5b2EyQnNsOU5OenRia0FEZHZ6eDRTYnFnRjZvbk5QN1BhcVFWenpRZVhrUnUwUFd3S0FJRHlUczVvVnVJWVlweWJrT1RZU1FTYTFlMVFCVVo4WnhxejAxempnSDJYYkRiSWgxVHJQWQ?oc=5\">source<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Discover the insights you need to make better decisions today, to shape the future with confidence.See moreWealth &amp; Asset Management How IPO candidates can navigate uncertain and selective markets 08 Apr 2026Karim Anani Geostrategic Analysis Geostrategic Analysis 10 Apr 2026Oliver Jones Futures Reimagined Megatrends 2026 and beyond EY podcasts EY webcasts Case studies AI insightsCEO [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":25430,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[11],"tags":[],"class_list":["post-25429","post","type-post","status-publish","format-standard","has-post-thumbnail","category-technology"],"_links":{"self":[{"href":"https:\/\/globalnewstoday.uk\/index.php\/wp-json\/wp\/v2\/posts\/25429","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/globalnewstoday.uk\/index.php\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/globalnewstoday.uk\/index.php\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/globalnewstoday.uk\/index.php\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/globalnewstoday.uk\/index.php\/wp-json\/wp\/v2\/comments?post=25429"}],"version-history":[{"count":0,"href":"https:\/\/globalnewstoday.uk\/index.php\/wp-json\/wp\/v2\/posts\/25429\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/globalnewstoday.uk\/index.php\/wp-json\/wp\/v2\/media\/25430"}],"wp:attachment":[{"href":"https:\/\/globalnewstoday.uk\/index.php\/wp-json\/wp\/v2\/media?parent=25429"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/globalnewstoday.uk\/index.php\/wp-json\/wp\/v2\/categories?post=25429"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/globalnewstoday.uk\/index.php\/wp-json\/wp\/v2\/tags?post=25429"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}