A new study highlights a growing divide in the corporate world between the ambition to adopt artificial intelligence and the ability to execute on it. Research from Lenovo, which surveyed 600 information technology leaders, reveals that while nearly all organizations recognize an urgent need to digitally transform their workplaces, a majority remain stuck in planning stages. The findings show that barely 4 in 10 companies have started the process, leaving them at a competitive disadvantage as early adopters begin to harness AI for significant productivity gains and improved employee experiences.
This implementation gap stems not from a lack of awareness, but from fundamental organizational hurdles. The report indicates that most IT leaders understand that generative AI possesses the power to fundamentally reshape how work is done. However, an overwhelming 89% also acknowledge that simply purchasing new software is insufficient. Successfully integrating AI tools requires a complete overhaul of the existing workplace foundation. The primary obstacles preventing this necessary evolution are a lack of strategic vision, widespread confusion about how to navigate the complex transformation process, and insufficient support from senior leadership, creating a cycle of inaction that hinders progress.
The Widening Ambition-Execution Chasm
The data paints a stark picture of unrealized potential. According to Lenovo’s report, 97% of organizations acknowledge the necessity of transforming their digital workplaces to meet modern demands. Despite this near-universal agreement, only 39% have moved from planning to implementation. This leaves 61% of companies watching from the sidelines as competitors move forward. The consequences of this delay are significant, as early adopters are already capturing the benefits of AI-enabled environments, including enhanced productivity and more engaging work experiences for their employees.
Most IT leaders surveyed stated that creating a productive and engaging employee experience is a top priority. Yet, fewer than half believe their current digital infrastructure delivers on that promise. The emergence of powerful generative AI has only amplified this disconnect. While leaders see the potential, they are confronted by the reality that their foundational systems are not prepared for the sophisticated, personalized deployment that AI requires. This gap between recognizing a need and acting on it is the central challenge many businesses now face.
Foundational Overhaul as a Prerequisite for AI
Successfully leveraging artificial intelligence is not as simple as deploying a new application. The Lenovo report emphasizes that a “digital workplace transformation” is a critical prerequisite. This process is defined as a comprehensive overhaul of a company’s IT devices, software, and support services. It is an end-to-end modernization effort designed to boost productivity, enable flexible hybrid work, and achieve strategic goals like widespread AI adoption. Without this foundational work, AI initiatives are likely to fail or fall short of their potential.
The reason this groundwork is so crucial lies in the need for personalization. AI systems are not one-size-fits-all; their value is maximized when they are configured for specific workflows and employee roles. For example, a sales team requires AI tools with different capabilities than an engineering team, which in turn needs a different setup from customer service staff. This level of customization cannot be achieved on outdated or fragmented IT infrastructure. “Gen AI can reinvent your workplace and get the best out of your people,” said Rakshit Ghura, Vice President and General Manager of Digital Workplace Solutions at Lenovo. “But leaders know they must transform first.”
Identifying the Core Roadblocks to Progress
Lenovo’s research pinpoints three primary barriers that keep the majority of organizations trapped in planning cycles, unable to move forward with necessary changes.
Lack of Strategic Vision
The most significant culprit, cited by 55% of IT leaders as a top challenge, is a lack of strategic vision. Many companies struggle to connect large-scale workplace transformation projects with broader business objectives. Leaders may understand that change is needed on a technical level but fail to articulate how new technology will drive a competitive advantage, improve financial performance, or support the company’s long-term strategy. This failure to create a clear, compelling narrative results in projects that are perceived as costly IT exercises rather than essential business investments.
Confusion Over Complex Execution
Close behind is widespread confusion about how to execute such a transformation. Nearly half of the leaders surveyed, 44%, admitted they do not fully understand how to navigate the complex process. This uncertainty is a major source of paralysis. Given the scope of a full digital overhaul—which touches technology, processes, and people—the perceived risks are high. Without a clear roadmap, organizations hesitate to commit to a path that seems fraught with potential disruptions and unforeseen costs.
Insufficient C-Suite Support
The third major barrier is a lack of sufficient support from senior leadership. Without strong backing from the C-suite, major transformation initiatives inevitably struggle to secure the necessary resources, budget, and organizational commitment to succeed. This often stems from the first two problems; when IT teams cannot present a clear strategic vision or a coherent execution plan, they find it difficult to build a compelling business case that resonates with executives who are focused on measurable outcomes and return on investment.
Charting a Path Through Transformation Challenges
Drawing from its work with clients, Lenovo specialists have developed practical approaches to overcome these common obstacles. Solving the vision problem begins with defining clear objectives that are explicitly aligned with the overarching business strategy. This involves moving beyond assumptions and investing in understanding the actual needs of employees. Sujit Moharty, an Industry Leader at Lenovo, noted, “Digital solutions can assist in assessing the current IT infrastructure and identifying the areas that can be modernised.”
Making transformation a boardroom priority requires reframing it as an enabler of other urgent business goals, not a competing initiative. To secure executive buy-in, leaders are advised to quantify the expected benefits. Using AI-powered analytics to measure productivity gains and improvements in employee experience can translate technical projects into the language of business value. Furthermore, successful execution demands holistic planning. “Architecting that digital employee experience is a cross-functional effort,” explained Benjamin Schneider, Head of Digital Workplace Solutions Sales at Lenovo. As-a-Service models can also help by converting large capital expenditures into predictable operational costs while ensuring access to the latest technology.
The Critical Role of People and Change Management
Technology alone does not guarantee a successful transformation. The human element is equally, if not more, critical. Effective change management is essential for addressing employee concerns about new systems, altered workflows, and the potential impact of AI on their jobs. “If you don’t have change management, you’re probably not seeing the impact on the end user or the improvements to the business process that you want,” warned Patricia Wilkey, Senior Vice President and General Manager of SSG International Sales at Lenovo.
To ensure new tools are adopted and used effectively, organizations must invest in comprehensive training programs. These initiatives need to bridge skills gaps for everyone, from frontline workers to the IT teams managing the new infrastructure. Without proper education, even the most powerful tools will fail to deliver their promised benefits. “You can give an employee the best tool to improve their workplace experience, but if they aren’t educated on how to use it, there will be slow adoption and you won’t see the business benefits,” Ghura observed.
The Compounding Cost of Inaction
Every month that a company spends stuck in a planning cycle, the gap widens between it and the market leaders who are actively implementing AI-driven solutions. The cost of this delay is not static; it compounds over time. As AI technologies become more deeply embedded in core business processes, future transformation efforts will become increasingly complex, expensive, and disruptive for those who have fallen behind.
The benefits of acting decisively are tangible. Lenovo’s research shows that eliminating workplace inefficiencies through digital transformation typically cuts operational costs by 15% to 20% while providing a significant boost to productivity. In a rapidly evolving technological landscape, waiting is no longer a viable strategy. “Organisations that define a clear, personalised vision for transformation—and act decisively—will be the ones who unlock Gen AI’s full value,” Ghura concluded.