Building AI success in ANZ organisations

Across Australia and New Zealand, business leaders are confronting a familiar challenge: how to turn AI’s hype into business value. From boardrooms to factory floors, pilots and proofs of concept are everywhere — yet most organisations have yet to see real business impact.

ADAPT’s State of Data & AI in Australia 2025 report reveals that while local organisations are investing an average of AU$28 million annually in AI, 72% admit their initiatives are failing to deliver measurable ROI, underscoring the persistent gap between ambition and real business value.

And that gap matters. As competitors move from experimentation to execution, those who treat AI as a series of disconnected projects risk being left behind. The winners will be those that embed AI into their core operations, backed by trusted data, strong governance and a clear strategy for scale.

Beyond efficiency

AI is a force multiplier for productivity and capacity. From predictive maintenance that helps factories prevent downtime to clinical analytics that predict patient falls and readmissions, the potential impact spans every sector.

For ANZ organisations faced with persistent skills shortages and productivity pressure, AI can drive significant gains and automation. But this requires treating AI as a core business capability, not a patchwork of pilots. Business leaders should prioritise determining where AI can enhance human expertise — improving decision-making, speed and resilience — instead of focusing solely on isolated efficiency improvements.

Trusted data and governance must come first

No matter how advanced AI becomes, its true value hinges on the quality of data that fuels it — and the strength of the data governance framework that oversees it. Poorly managed or unverified data not only limits the effectiveness of AI-driven outcomes, but also poses significant risks to trust, brand reputation and regulatory compliance.

The greatest danger that currently exists for ANZ organisations is ‘FOMO experimentation’ — rushing to deploy models or pilots simply to stay ahead of the curve, without first ensuring a solid data and governance foundation. Business leaders should instead home in on high-value, replicable use cases where data quality, lineage and access controls are clearly defined.

Risk, regulation and responsibility

Regulators in ANZ are moving quickly to establish clearer guardrails around AI use. From APRA’s CPS 230 operational resilience standard to New Zealand’s Algorithm Charter, the message is consistent: governance, transparency and accountability must underpin every AI deployment.

For organisations, that means embedding risk management early. Centralising controls around data privacy, security and model performance enables innovation without sacrificing trust. The goal isn’t to slow AI adoption, but to make it sustainable.

A practical roadmap for ANZ leaders

To unlock the full potential of AI while managing its risks, ANZ organisations need to start with a clear and achievable strategy — one that ties every initiative to measurable business outcomes. Identify the top three use cases that can deliver tangible impact within six to 12 months and focus resources there.

At the same time, data trust must become a board-level metric. Move away from fragmented ‘data projects’ towards a unified foundation built on quality, lineage, access controls and clear ownership. This shift transforms data from a technical asset into a strategic enabler of AI at scale.

A platform-based approach is key. Giving teams secure, governed access to AI models and tools allows pilots to transition into production quickly — without costly rework — accelerating time-to-value while maintaining compliance and control.

Governance must underpin every stage of the AI lifecycle, not be applied as an afterthought. Business leaders should define model risk thresholds, establish regular monitoring cadences and develop incident playbooks before scaling any AI deployment. By integrating governance early, organisations can innovate with confidence while maintaining accountability, ensuring AI delivers trusted, compliant and high-impact outcomes.

To maximise return on investment, business leaders should measure outcomes, not activity. Track production-ready models, user adoption, cost savings, and new revenue streams that AI initiatives generate. These are the metrics that reflect true enterprise value. The ANZ region is entering a decisive phase in the AI journey. The technology is ready, the guardrails are forming and the competitive pressure is building. Success will depend on how well organisations can connect innovation with discipline — scaling AI through trusted data, strong governance and measurable impact. Those that make this shift now will not only lift productivity and resilience but set the benchmark for responsible AI leadership across the region.

Top image credit: iStock.com/Just_Super