Businesses across the globe are recognizing the incredible impact and importance of employee engagement and creating a positive culture. It is now firmly on Board agendas. Bottom line, happy employees are productive employees. But it’s not an easy task to keep culture and engagement alive. That’s where ISG comes in.
It takes more than an employee engagement survey to improve culture, and it takes structure to derive value from mentoring and leadership development initiatives. ISG enhances organizational culture and improves employee engagement by helping your leaders understand what truly makes your organization tick. We use proven methodologies to operationalize engagement by empowering leaders at all levels to drive direct impact with their teams.
AI investment is accelerating, but results remain uneven. Only one in four initiatives is meeting revenue impact expectations, at an average spend of $1.3M per use case. Enterprises are no longer asking whether AI works. They are being asked to prove that it pays.
We help you identify where AI agents deliver the most value, restructure workflows around them and build the accountability models that keep autonomous execution auditable. The enterprises that win won't be the ones that reacted. They'll be the ones that designed for it first.
We give enterprises transparent, benchmarkable pricing models that tag each resource unit with the autonomy level used to deliver it. As AI capability advances, your pricing keeps pace. Both buyers and providers can quantify what that progress is worth.
We bring analysis of more than $2.6 billion in tracked AI spend to every sourcing decision. Procurement, technology and finance leaders get the independent intelligence to rationalize vendor portfolios and hold providers accountable to measurable outcomes.
We embed controls at the point of data creation, define accountability for autonomous actions and build adaptive frameworks that keep pace with AI without impeding it. Enterprises that get this right don't just manage risk. They build the trust that lets them scale faster.
We ground strategy in research across 2,400 enterprise use cases, aligning investment to where impact is proven and designing the data, talent and governance foundations that move AI from pilots into the workflows that drive commercial results.
We benchmark your AI readiness against peers across 75 countries, identify the dimensions holding you back and give you a personalized roadmap to close the gap.
AI investment is shifting decisively toward revenue-generating functions. CRM automation, sales enablement and forecasting have replaced chatbots and IT productivity tools as the leading use case priorities, reflecting enterprise recognition that productivity gains alone do not satisfy board-level scrutiny. At the same time, use cases in production have doubled since 2024, and the portfolio is diversifying rapidly, with over 300 distinct function and industry-specific use cases now in active deployment.
ISG research across 2,400 enterprise use cases shows that the strongest AI returns are currently concentrated in compliance, risk management and quality control, not in the growth and cost outcomes most enterprises originally set out to achieve
The gap between where enterprises are investing and where AI is actually delivering is the defining commercial tension of 2025. Organizations that close it by targeting functions with structured, revenue-attributable data and clear ROI measures will establish performance benchmarks that compress the window for competitors still cycling through pilots. The standard is being set now.
ISG is a leader in proprietary research, advisory consulting and executive event services focused on market trends and disruptive technologies.
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Enterprises that focus on improving collaboration inevitably face some employees who resist changes to the digital and physical components of the workplace. They dislike the idea of open workspaces and collaboration using video and chat. Overcoming resistance requires listening to employees throughout the transition and following a clear organization change management (OCM) plan.
S4/HANA can be beneficial when implemented right, but there are no easy enterprise-resource-planning (ERP) projects. Moving to S/4HANA holds special challenges because it often involves new ways of working.
In this report, learn how OCM programs can help you avoid or mitigate some of the most common challenges they face when converting to SAP S/4HANA, and why organizational change management increases the ROI in S/4HANA by reducing the time to value.
