Highlights

Tax, audit and accounting professionals are operating at an inflection point. The profession is facing rising regulatory complexity, greater client expectations, larger volumes of data, compressed timelines and persistent talent pressures. At the same time, AI adoption is accelerating quickly, creating an opportunity to rethink not only how fast work gets done, but how work gets done.

New 成人VR视频 Future of Professionals data shows just how significant this moment is for tax and audit professionals. Nearly 89% say AI adoption will be transformational or have a high impact on their organizations over the next five years. Almost 70% say the same about the velocity of regulatory change, and 58% say the shortage of skilled labor will be transformational or high impact.

That combination matters. Alongside the focus of becoming more efficient and moving faster, the profession needs to become more strategic, more resilient, more attractive to talent and more proactive in the value it delivers to clients.

These are the challenges changemakers across the profession are addressing. are not adopting technology for its own sake; they’re using better tools to make better decisions, expand capacity, improve quality and create more room for professionals to focus on the work that requires judgment, expertise and client relationships.

AI is becoming part of everyday workflows

AI is already becoming part of that operating model. According to our data, 57% of tax and audit professionals use AI daily or multiple times a day, while 61% say their firm has provided access to Fiduciary-Grade AI tools and that they use them.

This marks an important shift. AI is no longer a future-state conversation centered on experimentation. It is becoming part of everyday workflows, from tax research and audit support to document review, data extraction, compliance checks, return preparation and client communications.

Speed alone is not enough

But in tax, audit and accounting, speed alone is not enough.

A tax position must be supported. An audit conclusion must be defensible. A compliance decision must be grounded in the right rules, facts and context. Professionals need technology that helps them produce work they can verify, explain and stand behind.

That is why to what comes next. The data shows that 95% of tax and audit professionals say it is essential or very important that AI outputs are grounded in authoritative, verified content. At the same time, 35% say they use AI tools not authorized by their organization at least occasionally.

That is a clear signal for leaders. AI adoption is moving quickly, but governance must keep pace. Firms need to reduce shadow AI risk without slowing innovation. They need to give professionals trusted tools that are accessible, useful and built for the high-stakes work they perform.

This is where Fiduciary-Grade AI matters. For professions , accountability, privacy, security and trust, AI must be grounded in authoritative content, shaped by domain expertise and designed with human verification at the center. The professional remains accountable for the outcome, so the technology must support that responsibility.

AI has important implications for talent

AI also has important implications for talent. The profession has long asked too much of too few people, especially during peak periods. Burnout remains a serious challenge, and many talented professionals begin to question whether the career they chose is sustainable.

AI gives us an opportunity to change that. By taking on more manual, repetitive and time-intensive work, AI can help professionals focus sooner on the work that develops judgment: interpreting, advising, challenging, communicating and leading.

The data suggests this is already becoming a talent issue. Nearly one in three tax and audit professionals say they would not accept a job offer from an organization that did not provide access to fiduciary-grade AI tools. And 54% believe AI will shorten the timeline for new accounting professionals to be trusted with significant professional judgment.

That should get every leader’s attention. AI is not only changing productivity. It is changing expectations for how careers are built.

AI is changing client service

It is also changing client service. Historically, many client relationships have been shaped by deadlines: collect documents, chase missing information, complete the work, deliver the final product and move on to the next obligation. That model leaves too little room for proactive advice.

. By reducing friction across document gathering, data extraction, communications, delivery and follow-up, firms can create more capacity to identify issues earlier, surface insights more continuously and engage clients throughout the year.

Clients are beginning to expect that shift. The data shows that 46% of tax and audit firms believe they would begin losing clients within two years if they do not demonstrate clear AI-enabled value. That means AI is no longer just an internal efficiency issue. It is becoming part of how clients evaluate quality, responsiveness and value.

The firms that see AI only as a way to save time will save time. The firms that see it as a platform for growth will change their operating model.

This moment calls for changemakers

That is why this moment calls for changemakers: leaders and professionals who understand the responsibility of the work, see the opportunity ahead and are willing to build a better model for the profession.

At 成人VR视频, that is who we build for. We build for professionals whose work carries consequence, and for firms and departments that need technology grounded in trusted content, domain expertise and professional-grade safeguards.

Because when the work matters, trust is non-negotiable. And for tax, audit and accounting, the future will be shaped by those willing to move from pressure to possibility.

The right technology can change everything

The best don't just do their work. They change what is possible.

See how

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Highlights

Throughout my career, one belief has remained constant: technology should make professional work better, not just faster. That belief shapes how I think about the future of legal, tax, risk, and compliance teams and the role technology should play in helping them succeed. So when people ask me what it means as 成人VR视频 accelerates its transformation through technology, my answer comes from what I see in my own business every day.

Corporate legal, tax, risk, and compliance teams keep organizations moving safely through complexity. They don’t get to be “almost right.” A missed clause, misapplied regulation, an unverified answer 鈥� all carry real consequences for the businesses they serve. When I look at who’s leading through that pressure well, I see the same pattern we celebrate in our Chosen by changemakers stories: people who decide to work differently before they’re forced to.听 We’re not just digitizing old workflows. We’re rebuilding the tools these teams rely on to meet a standard worthy of the responsibility they carry.

The Future of Professionals Report 2026 found that 96% of professionals say AI must safeguard confidential data, 94% say its outputs must be grounded in authoritative content, and 90% say it must produce reasoning that can be explained and defended. Yet the gap between expectation and delivery is stark: 78% of corporate clients say receiving AI-enabled quality improvements from their providers is very important or essential, but only 6% say most or all of their providers actually deliver.

That’s the thinking behind what we call Fiduciary-Grade AI: AI built for professionals who operate under real duties of care, not just general productivity gains. It means:

• Authority you can verify: outputs grounded in trusted, domain-specific content, not the open internet.

• Transparent reasoning: the professional can examine and defend the answer.

• Accountability that stays human: responsibility never shifts to the tool; it exists to support judgment, not replace it.

I care about this distinction because I’ve sat across the table from corporate customers who don’t need another AI demo. They need something they can trust with work that matters.

‘s legal team is a good example of what this looks like in practice. Their privacy impact assessments connect directly to the private health data of real patients, so speed can never come at the cost of rigor. Using , they’ve reduced the review process by roughly 60%, cutting what once took five days down to two. Proof that moving faster and moving carefully aren’t in conflict when the technology is built for the responsibility the work carries. It’s an example of how trustworthy AI can help professionals move faster while maintaining the standards their work demands.

That鈥檚 the changemakers story听that matters to me: the general counsel redesigning how their department engages with the business, the tax leader moving from compliance to strategic planning, the compliance team building always-on risk intelligence instead of quarterly reviews. It鈥檚 not a technology story. It鈥檚 a leadership story, and it鈥檚 the one I want my team to write alongside our customers.

I don’t think the corporate function that emerges from this period will look like the one that entered it. Legal, tax, risk, and compliance leaders are redefining how their teams create value, influence strategy, and manage complexity. I want us to be part of shaping that change, not just reacting to it. Our role isn’t simply to provide technology. It’s to help those professionals meet a higher standard, with tools they can trust when the stakes are high.

That’s what Fiduciary-Grade AI听is about. And that’s why I believe the changemaker mindset isn’t a trend. It’s the bar.

The right technology can change everything

The best don't just do their work. They change what is possible.

See how

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Highlights

There’s a moment every legal professional knows. You’re deep in a document review 鈥� hundreds of contracts, thousands of clauses, a deadline closing in 鈥� and you ask an AI tool a question that shouldn’t be complicated. The answer comes back confident, well-written, and subtly wrong. Not wrong enough to catch on first read. Just wrong enough to matter.

That’s why we built Thomson. Not just because general models get the details wrong sometimes, but because owning the model outright changes what we can do about it.

成人VR视频 doesn’t just deploy AI. We build it.

Why general-purpose AI isn鈥檛 enough

The past few years have brought extraordinary AI advances. General-purpose large language models (LLM) can write code, summarize articles, and hold nuanced conversations. But legal and compliance professionals work in a different environment. Imprecision has consequences. A misread clause or a missed precedent isn’t an inconvenience; it’s a risk you can’t take.

So what separates a tool that’s merely useful from one you can stand behind?

Not all AI is built for the same stakes. At one end are general-purpose tools 鈥� broadly useful, but shallow on any one domain. A step further are professional-grade tools, built for a specific field, in environments where an occasional error is tolerable. And then there’s a third tier: Fiduciary-Grade AI, built for work where a small error doesn’t just cost time, it can mean a lost case or a client’s trust.

That’s the tier legal and compliance work lives in. It’s the tier Thomson was built for.

The decision to build our own

We’ve always been an expertise company. Grounded by 175 years of intelligence, we’ve combined proprietary data with domain knowledge to give professionals the intelligence they need for their most important work. Thomson is the next chapter of that mission.

Owning more of the AI stack gives us greater control over performance, economics, deployment, and sovereignty 鈥� how the model behaves, what it costs us to run, where it runs, and how our clients’ data is protected. Just as importantly, it lets us continuously improve Thomson using the content and expertise only 成人VR视频 has, rather than depending on what a third party chooses to build next.

That decision started in 2024, when we acquired Safe Sign Technologies, an AI research company founded by leading AI and legal minds. The result is a model that’s built on open-source foundations we can evolve as the AI landscape shifts, while the legal intelligence we put into Thomson only deepens over time. We’re not locked into any single foundational system 鈥� and we’re not standing still.

What we built

Thomson is our proprietary LLM, purpose-built by 成人VR视频 for high-stakes professional work. It was built on our proprietary content, including Westlaw and Practical Law, two of the most authoritative legal data sources in the world, and reflects input from our vast network of human legal experts.

Think of it as a “T-shaped” model. The horizontal bar is broad general capability 鈥� language understanding, reasoning, and the fundamentals any strong AI needs. The vertical column is what makes Thomson different: authoritative legal content and deep subject-matter expertise, refined by expert guidance, producing a level of legal comprehension optimized specifically for professional work. We built it to be both broad and deep.

Thomson and CoCounsel aren’t the same thing, and that’s by design. CoCounsel is the product 鈥� the agentic workspace, skills, and workflows legal professionals use every day. Thomson is one of the LLMs CoCounsel calls on.

What it’s already doing

Thomson’s first implementation just launched, powering CoCounsel Legal’s Tabular Analysis feature. You can extract structured answers from up to 10,000 documents across up to 100 questions you define 鈥� at a scale and consistency that used to be impossible without significant time and cost.

Powering the engine behind Tabular Analysis, Thomson gives you deeper comprehension of complex legal documents, more consistent extraction across question types, lower variance across large document sets, and verifiable, citation-grounded outputs your attorneys can review and rely on. These aren’t incremental improvements 鈥� the numbers show it. As of Q1 2026, CoCounsel has crossed one million users. The share of our business that’s Gen AI-enabled has doubled in a little over a year. Monthly CoCounsel SKUs in legal have quadrupled year-over-year. That’s not a pilot program. That’s a shift in how the work gets done.

Independent testers agree. A Washington University law professor pitted Thomson against ChatGPT and Claude using real questions from his own Corporate Tax class and preferred Thomson’s answers overall, pointing to its linked citations to treatises as especially useful. A separate review from Queen’s Conflict Analytics Lab and Cornell Legal AI Lab found Thomson’s citation quality held up against leading frontier models 鈥� even on Canadian employment-law questions the model wasn’t specifically tuned for.

We hold Thomson to the same standards you hold your own work to. It’s developed and deployed within enterprise-grade governance frameworks grounded in the principles of Fiduciary-Grade AI: transparency, traceability, verifiability, structured evaluation, and expert validation. Thomson is built for repeatable performance you can trust.

Built for the people who make change real

Speed is the easy part. Any AI tool can give you an answer fast. What you need is one you can stand behind 鈥� in front of a judge, a client, a board. That’s what we mean by Fiduciary-Grade AI: intelligence built to the standard your profession already holds itself to.

The legal professionals who rely on us every day aren’t passive consumers of information.

You’re the people who protect businesses from harm, hold institutions accountable, and shape the frameworks that govern how society works. You’re changemakers 鈥� and you deserve tools built with the same seriousness you bring to your work. don’t just need answers. You need answers you can defend.

You’re in good company: a million professionals like you have already chosen to trust 成人VR视频 with the work that can’t afford to be wrong.

We built Thomson for you. Not because AI is a trend worth chasing, but because the next phase of professional AI won’t be defined by general capability 鈥� it’ll be defined by domain mastery, measurable outcomes, and trust. That means higher-quality outputs and greater confidence when you’re using AI in the workflows that matter most.

You shouldn’t have to settle for AI built for everyone. Now you don鈥檛.

Thomson

The purpose-built, proprietary LLM, engineered for high stakes professional work

Learn more

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But the thing that听hasn’t听changed is why we exist.听

We are still helping professionals navigate complexity, make informed decisions, and drive better outcomes for their clients, businesses, and communities.听

That’s听why the听Chosen by Changemakers听campaign resonates so deeply with me.听

When most people hear the word “changemaker,” they think of inventors, entrepreneurs, or industry disruptors. Those people certainly matter. But I believe changemakers are all around us.听

They’re the lawyer听helping a family through a life-changing decision.听

They’re听the tax professional听guiding a small business through uncertainty.听

They’re听the journalist pursuing facts and accountability.听

And increasingly,听they’re听the technologists, marketers, communicators, product leaders, and customer teams working together to build the tools that make that work possible.听

From where I sit as Chief Marketing and Communications Officer, transformation isn’t just about technology. It’s about people.听

I’ve spent my career helping organizations navigate change, and one thing I’ve learned is that successful transformation never happens because of a new platform, a new strategy, or even a new technology. It happens because people are willing to challenge assumptions, learn new skills, take risks, and reimagine what’s possible.听

I see that every day at 成人VR视频.听

I see it in our engineers and product teams who are building AI solutions designed specifically for professional work.听

I see it in our marketers and communicators who are helping tell a different story about who we are becoming.听

I see it in our leaders who have had the courage to invest boldly in the future while staying true to the trust our customers place in us.听

And I see it听in听our customers.听

In many ways, they are the ultimate changemakers.听

The professionals we serve are operating in fields where accuracy, trust, and accountability matter deeply. They don’t have the luxury of getting it wrong. That’s why our approach to AI has always been grounded in helping professionals work with greater confidence, not replacing the expertise they bring.听

Our听Future of Professionals research听continues to show that AI is transforming the way work gets done.听But the real opportunity听isn’t听simply about efficiency.听It’s听about enabling people to focus on higher-value work, solve harder problems, and create greater impact.听

That’s听the transformation听I’m听most excited about.听

As communicators and marketers, our role听is to help people understand not just what听we’re听building, but why it matters.听

Because behind every product launch, every innovation, and every breakthrough are people trying to make a difference.听

Those are听the changemakers.听

And at 成人VR视频,听we’re听proud to听build for听them.听

Every day.听

The right technology can change everything

The best don't just do their work. They change what is possible.

See how

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Highlights

A year ago, agentic AI was mostly a talking point 鈥� something professionals had heard of but few had actually put to work. That’s no longer true. According to the most recent AI in Professional Services Report, today, 15% of professionals say their organization already uses agentic AI tools, and another 53% say they’re actively planning or considering it, 听Three-quarters of professionals expect it to be central to how they work by 2030.

In other words, agentic AI has quietly moved out of the experimentation phase and into the growth phase. The question for most businesses isn’t whether to adopt it anymore. It’s whether they’re prepared to use it well.

Why the conversation has changed

Generative AI’s rise was fast and visible. Professionals started using tools like ChatGPT to draft, summarize, and research within months of the technology going public, and usage has kept climbing 鈥� 74% of professionals now say they use AI several times a week. Agentic AI is following a similar trajectory, just a step behind. Where GenAI reacts to a prompt and produces something, agentic AI takes an objective and runs with it: researching, drafting, checking its own work, and adjusting course across multiple steps with far less hand-holding.

That shift from “creates content” to “completes a process” is what makes agentic AI valuable 鈥� and also what makes getting it right harder than getting GenAI right. A generative AI tool that gives an average answer is a minor inconvenience. An autonomous system making decisions across a multistep workflow needs to be trustworthy at every step, not just the last one.

The gap that actually matters right now

Here’s what the data says businesses are getting wrong. It isn’t that they’re moving too slowly to adopt agentic AI 鈥� it’s that adoption and value have quietly come apart.

Clients and stakeholders have already raised their expectations: 78% of corporate clients say it’s very important or essential that the firms they work with deliver AI-enabled quality improvements. Only 6% say they’re actually seeing that from most of their providers. That gap hasn’t gone unnoticed 鈥� nearly a third of corporate clients say they’re already reconsidering relationships with firms or providers that are falling behind.

Internally, the picture looks similar. More than a third of professionals (34%) admit to using AI tools their organization hasn’t officially sanctioned 鈥� usually because the tools they’ve been given aren’t good enough or the strategy behind them isn’t clear, a telltale sign that adoption is outpacing governance. And even among professionals actively using AI at work, 41% say they still don’t have access to tools built specifically for professional work and grounded in verified content. Put those together and a pattern emerges: the challenge for most businesses isn’t getting people to use AI. It’s giving people AI that’s actually worth using.

None of this means agentic AI isn’t worth adopting. It means adoption alone was never the finish line. The organizations pulling ahead right now aren’t necessarily the ones that moved first 鈥� they’re the ones that closed the distance between having the technology and getting real value from it.

E-book

An essential guide for bringing AI agents to your organization

Access report

What “good” agentic AI actually requires

Not every tool marketed as agentic AI is built to handle high-stakes, multistep work responsibly. For professionals in law, tax, audit, compliance, and similar fields 鈥� where an error carries real consequences 鈥� “almost right” isn’t an acceptable bar.

That’s the thinking behind 成人VR视频’ Fiduciary-Grade AI standard: AI that’s grounded in authoritative, domain-specific content; protected by rigorous privacy and security safeguards; built and continuously refined by credentialed subject-matter experts; and designed to produce reasoning that’s transparent enough to explain and defend under real scrutiny. Just as importantly, taking on more of the work doesn’t mean AI takes on the accountability. That responsibility stays exactly where it’s always been: with the professional.

It’s a useful checklist for evaluating any agentic AI solution, not just 成人VR视频’ own. If a tool can’t tell you where its answer came from, how it was validated, or what happens when it hits something outside its lane, it isn’t ready for work where the stakes are real.

Where to start

If your organization is somewhere between “we’ve heard of agentic AI” and “we have a strategy that’s actually working,” you’re in good company 鈥� most businesses are exactly there right now. The organizations that get ahead from here won’t be the ones that panic about falling behind. They’ll be the ones that take a clear-eyed look at what agentic AI actually is, what it’s good at, and what to demand from any solution before they commit to it.

That’s exactly what our听Agentic AI 101: What Your Business Needs to Know听e-book was built to do. It walks through the real differences between generative and agentic AI, how professional-grade agentic AI works inside a business, the concrete benefits worth expecting, and 鈥� most usefully 鈥� the specific questions to ask any vendor before you buy. If you’re trying to move from “we should probably look into this” to a plan you can actually execute, start there.

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The pattern repeats across all three, though. Adoption has outrun governance. Client and stakeholder expectations have outrun delivery. The organizations pulling ahead aren’t the ones talking about AI, they’re the ones putting it to work. As Raghu Ramanathan, President of Legal Professionals at 成人VR视频, puts it: “The firms creating a true competitive advantage today are not the ones talking about AI. They’re the ones operationalizing it.”

Jump to 鈫�
Law firms: clients stopped waiting a while ago

Corporate leaders: this is a leadership problem, not a licensing one

Tax and audit firms: talent already sees where this is going

Choose your path. Don’t drift into one.

Law firms: clients stopped waiting a while ago

Law firm leaders are caught between two forces moving at once. Clients want proof, not promises: 77% say AI-enabled quality improvements from their firms matter enormously, but only 5% say they’re actually seeing them. Seven in ten in-house legal professionals expect firms to change how they charge as AI use grows. Only 28% of firms have changed their pricing at all.

Talent is watching the same gap. Nearly a quarter of law firm professionals would turn down a job offer that didn’t include real access to professional-grade AI, and when a lawyer’s own view of AI clashes with their firm’s actual direction, they become nearly three times more likely to leave within the year.

There’s also a liability many firms haven’t priced in yet: a third of law firm professionals are using AI tools their firm never approved, often on matters involving privileged, sensitive client information. The firm carries that exposure whether it chose to or not.

What should law firm leaders do? Two moves matter most.

1. Train lawyers to lead the AI conversation with clients themselves, in plain language, grounded in real matters, honest about where the firm is still figuring things out.
2. Open the pricing and value conversation early rather than waiting for clients to force it.

The industry has already moved past “should we use AI?” The real question now is “can we afford not to?” The action report for law firm leaders walks through how firms are already answering it.

Law firms under pressure

Practical actions law firms can take to remain competitive

Read the report

Corporate leaders: this is a leadership problem, not a licensing one

For corporate leaders, Liz Zimick, President of Corporates at 成人VR视频, names the challenge without softening it: “Taken together, these findings point to a change management and leadership challenge that no software license alone will solve.”

Well over half of corporate professionals feel real stakeholder pressure to move faster on AI, and 15% are already seeing financial consequences from moving too slowly, with another 29% expecting them within the year. 59% lack access to tools built to the accuracy standard their fiduciary work demands, so more than a third fill that gap with AI their organization can’t see or govern.

What should corporate leaders do?

1. Stop waiting for direction to arrive from the C-suite. Audit where your people are already using AI, formally or otherwise, and where real demand goes unmet.
2. Plan for every stage of the journey at once, since most departments start by scaling capacity and only later discover they need to rebuild the underlying workflow to reach something better.
3. Lead the AI governance conversation across the enterprise rather than simply joining it.

General counsel, in particular, are well positioned to define what responsible AI use means for the whole organization, not just their own function. The action report for corporate leaders breaks down where to start.

How corporate functions are responding

Strategic paths leaders can take to prepare for the future

Read the report

Tax and audit firms: talent already sees where this is going

Elizabeth Beastrom, President of Tax, Audit & Accounting Professionals at 成人VR视频, frames the stakes around a single insight: “Accounting and audit firm employees increasingly see professional-grade AI tools as a non-negotiable part of their jobs.”

Eight in ten tax and audit professionals now use AI several times a week, yet more than a third are doing it with tools their firm never sanctioned. Clients are watching just as closely: 89% say AI-enabled quality improvements matter enormously, and nearly a third of professionals believe their firm risks losing clients within the year if it can’t keep pace.

What should tax and audit leaders do? Four priorities scale from a two-person practice to a national firm.

1. Govern the tools your people already use instead of pretending they don’t; approving one professional-grade AI tool built on verified content changes your risk profile far more than a policy with no tooling behind it.
2. Know your direction even while the path evolves and decide early whether freed-up time should fund growth, work-life balance, or higher-value advisory work, because chasing all three at once dilutes each.
3. Ask your people honestly what they want AI to change about their work, then build your deployment, and your recruiting pitch, around the real answer.
4. Decide now what work your early-career professionals still need to do by hand, before AI quietly removes the chance to teach it.

The action report for tax & audit firm leaders goes deeper on each of these four moves.

Explore key findings

Four calculated moves for tax & audit firms

Read the report

Choose your path. Don’t drift into one.

Across law, corporate, and tax alike, the organizations getting real value from AI share one thing in common: they named a direction instead of waiting for one to emerge. The biggest gaps were never really technical, they were organizational: the right tools not yet in place, people never trained to work the new way, a strategy that never made it past the leadership deck. Closing that AI value gap takes leadership, not procurement.

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At 成人VR视频, we power the world’s business-critical professions with trusted, AI-powered technology built for high-stakes work. That’s not just a promise we make to our customers 鈥� it’s a standard we hold ourselves to every single day, inside our own walls. Because to deliver the kind of professional-grade technology that changemakers rely on, we must operate like the modern tech company we’re becoming.听

We’re using AI to reimagine how we work 鈥� not as a one-time project with a set end date, but as a fundamental and ongoing shift in how 成人VR视频 thinks, builds, and moves.听

The imperative is clear

The world is changing rapidly, and we must build the operational discipline and technology and talent strategy to pivot quickly, reimagine work in real time, and act fast while obsessing over our customers. This is not optional. Our opportunity 鈥� and our responsibility 鈥� is to shape the future now, both for 成人VR视频 and for the professionals who depend on us.听

With a听鈥減owered by AI, driven by people鈥澨齧indset, we鈥檙e reimagining听how we work 鈥� simplifying听processes, embedding听AI responsibly and empowering听colleagues to move faster and deliver measurable impact.听We leverage our听key differentiators 鈥� our content, our听editorial听and technology听expertise and go-to-market capabilities that no competitor can replicate.听听

A transformation built on proven foundations

成人VR视频 launched its internal AI transformation听over three years ago, co-led by our Technology听and听Human Resources听teams. We took a holistic approach 鈥� one that required technology deployment,听culture听change,听security and听governance frameworks听鈥� in parallel with听evaluating core skills听across the workforce听and how we measure success.听

As part of our ongoing maturity journey,听in 2024-2025,听we听established secure access to听a range of听AI solutions, on a dedicated employee AI platform and听within our听collaboration tools.听We听promoted a culture of听experimentation听and scaled our platforms to support听450听key听use cases.听In听2025, we听built the foundation. Now, we听are听narrowing the gap between adoption and value.听As of听April 2026, 70% of employees use AI tools consistently.听2026 is about听habit-building and听meaningful听use,听scaling what works and听transforming end-to-end workflows.听But that is not good enough. We expect听ALL employees at 成人VR视频 to听be using AI, every听day.听听

Why it matters

Leading in鈥疉I鈥�internally鈥痠s essential. Work has become more intense, with competing demands鈥痑nd鈥痗onstant context鈥�switching.听We can鈥檛 offer our customers the products and service levels we aspire to offer them without it.听The greatest value鈥痜rom鈥疉I doesn鈥檛 come鈥痜rom鈥痮ne鈥�off use. It comes鈥痜rom consistent habits over time鈥�� treating鈥疉I鈥痑s鈥痑鈥痶hinking鈥痑nd鈥痺orkload partner, enabling productivity鈥痑cross鈥痑ll dimensions of our work.听In parallel听with technical听skills,听we听nurture听uniquely听human skills听which increasingly complement听successful AI adoption: critical听thinking, curiosity听and judgment.听听听

Reimagining work in 2026 and beyond

In听2026 our focus听has听shifted听to driving听operational and business impacts听across all of 成人VR视频:听improved cycle times, quality, customer outcomes and productivity.听Our targeted areas of focus include AI transformation to augment and upskill talent and eliminate or automate workflows; building a high-performance culture that attracts top talent; streamlining vendor management and commercial systems; and expanding digital channel opportunities.听

This requires more than new tools. It requires a true mindset shift. To reimagine the future, we need agile design thinking, rapid testing and iteration, and the commitment to challenging traditional ways of working. Leaders across 成人VR视频 must play a critical role 鈥� exploring opportunities for automation and AI-first workflows, and actively upskilling talent for the AI-enabled future.听

At the individual level, that means asking “how could I use AI as a thinking and workload partner?” before starting any task. At the team level, it means holding managers accountable to coach and mentor their teams to听be a part of听our AI transformation.听It means actively engaging in strategic conversations about听our AI tool strategy听and how workflows, team structures, and roles can and should evolve with an AI-native听approach.听

The infrastructure that makes it possible

Reimagining how we work requires a foundation strong enough to support the ambition. Our internal AI platform, Open Arena, is accessible to all 26,000 成人VR视频 employees 鈥� offering secure access to听seven听large language model providers spanning 52 distinct models, with the ability to build multi-step workflows, conduct deep research, and operate within robust data protection controls.听We continue to expand access to Microsoft听365 Copilot, Claude.ai听as well as听a range of function-specific tools tailored to how each team actually works.听We听are actively evaluating frontier AI technologies听and agentic听capabilities embedded in听workflows听so that we can听equip our workforce to听innovate and deliver strategic value.听听听

Operating AI-first also requires us to transform how we use data across the organization so that our teams have ready access to intelligence that facilitates decision making and better outcomes for the professionals we serve.听 听

Built by the people who’ve done the work

What makes this transformation meaningful 鈥� not just measurable 鈥� is that it’s inseparable from the promise we make to our customers. 成人VR视频 uniquely combines deep domain expertise, authoritative content, and connected workflow solutions,听to offer our customers听fiduciary-grade AI. That expertise isn’t a quality check after the fact 鈥� it’s a foundational input. It’s structural.听When we reimagine how we work internally, we do it with that same standard in mind.听We elevate the quality听and speed of decision听making听鈥� and our trust in those decisions. We’re not approximating what a modern technology company looks like. We’re building one 鈥� from the inside out 鈥� with the same rigor, the same听thought leadership, and the same commitment to getting it right that our customers expect from us.听

The work continues

We cannot take our foot off the pedal. Our success in 2026 is critical for 2027 and 2028. The professionals who rely on 成人VR视频 鈥� the lawyers, accountants, tax specialists, and compliance experts who shape the world around them 鈥� deserve a partner that is always moving forward.听

It is why 鈥�Chosen by changemakers鈥� is more than a campaign line for us. It describes the professionals we build for: people whose decisions carry consequence, whose work creates certainty, and whose impact reaches far beyond the task in front of them.听Meeting and exceeding their听standards听are听both our challenge and opportunity.听听听

That is what it means to be chosen by changemakers. Built by people who’ve done the work. Reimagining what’s possible 鈥� inside and out.听

The right technology can change everything

The best don't just do their work. They change what is possible.

See how

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As 成人VR视频 President and CEO Steve Hasker writes in the report’s foreword,

Read that twice, because it’s the sentence that explains almost everything else in this year’s findings.

Everyone’s using it. Not everyone has what they need.

Here’s what makes this moment strange: 74% of professionals now use AI several times a week, and nearly half turn to it multiple times a day. By any normal measure, that’s a technology success story.

But look closer and the picture shifts. 41% of professionals who use AI at work still don’t have access to tools built for the standards their profession actually demands, tools that protect confidential data, ground their answers in authoritative content, and show their reasoning clearly enough to defend it. So people do what motivated professionals always do when the tools they’re given fall short: they find their own. More than a third now use AI their organization hasn’t approved or can’t see, quietly building risk no one is tracking.

Clients feel this gap too. Nearly 78% corporate buyers of professional services say AI-enabled quality improvements matter enormously to them. Just 6% say they’re getting that from most of the firms they hire. Almost a third are already reconsidering those relationships, and among the ones walking, a third estimate more than $1 million in annual work is on the line.

Talent is walking too, for the same reason. 91% of professionals feel some degree of AI value gap between what they expect AI to deliver and what they’re actually getting at work. One in four of them is already planning to leave within two years, and replacing them costs an estimated $232,000 each. The people driving the most change in how their work gets done, the changemakers inside every firm and department, are also the ones with the most options elsewhere.

Three futures, and every organization is already choosing one

Here’s the part of the report we find most useful for leaders: whether your organization has thought about it deliberately or not, you’re already answering one question through your actions: what is AI really for?

The data shows three distinct answers taking shape:

Some organizations are choosing AI to Elevate, putting human expertise at the center and using AI to clear away routine work so people can spend more time on judgment, strategy, and relationships. It’s the answer most professionals want for themselves, chosen by 52% as their preferred future.

Others are pursuing AI to Scale, treating AI mainly as a capacity solution: more volume, faster turnaround, steadier quality, without growing headcount at the same rate. Roughly a third of professionals see this as their path.

A smaller group is going further still with AI to Reimagine, rebuilding how they operate and what they offer clients around capabilities that didn’t exist before, rather than optimizing what’s already there. Only 7% describe this as their current reality, but they’re also the most ambitious professionals in the survey, and the least patient with organizations still moving at the old pace.

None of these paths is wrong. What the data does make clear is that choosing one on purpose, and following through, beats drifting into one by accident. Where organizations have named an AI strategy, 66% of professionals say AI is meeting or beating expectations for creating value. Where there’s no active strategy at all, that number drops to 22%.

Why the strategy on paper never seems to reach the desk

This is where so many organizations lose the thread. 35% of professionals whose organization has a named AI strategy say they don’t truly see it in their day-to-day work. The strategy exists. It just hasn’t traveled.

Professionals point to the same handful of reasons, again and again. Nearly half say the right tools simply aren’t in place yet. 43% say they were never trained to work the way the strategy assumes, no one taught them when to trust AI’s output, when to double-check it, and when to override it entirely. 32% say the strategy never got translated into anything concrete enough to act on. And nearly a third say there’s no shared understanding of the plan across the organization at all, different teams are quietly working from different assumptions about where things are headed.

The choice in front of every professional

What comes through most clearly across all 1,816 responses is that this moment rewards the organizations willing to choose deliberately and build toward that choice with discipline, rather than wait for the perfect strategy to arrive fully formed. As Hasker puts it, “AI is a powerful force multiplier, but the judgment, relationships and accountability remain human, and that won’t change.”

That’s the real dividing line in this year’s data, not who has access to AI, but who decides on purpose what to do with it. The professionals and organizations pulling ahead aren’t waiting for someone else to hand them a strategy. They’re changemakers, whether or not they’d use the word, and they’re exactly who we build for.

Read the full to see where your organization stands, and where your biggest opportunity is hiding.

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AI has split into systems built for casual use and systems built to be trusted with consequences, and the two look almost nothing alike under the hood. The chat-window version answers one question at a time, drawing on whatever it absorbed from the open internet. Newer is a system that plans across multiple steps: pulling the current version of a regulation, drafting against it, checking its own citations, and flagging where a person needs to step in 鈥� one connected process, not a single reply. That’s agentic AI: the difference between a tool that finishes a task and one that finishes the work.

Adoption has outrun trust. Per the , 74% now use AI several times a week and 44% multiple times a day 鈥� yet 91% feel some degree of AI value gap between what they expected and what they’re getting. That’s not the technology failing; it’s a sign much of what’s in daily use was built for a lighter job than it’s now handling. 41% lack access to AI built specifically for professional work on verified content, and 34% admit to using unsanctioned AI tools their organization can’t see.

Which kind of AI is actually in your hands?

The interface often looks identical regardless of what’s underneath. But a system trained on the open web and one grounded in validated, domain-specific authority behave very differently the first time something genuinely matters 鈥� a filing, a clause, an opinion a client acts on. The tell isn’t confidence; both sound confident. It’s what happens when you ask how do you know: whether the system points to a checkable source or just restates the answer more firmly.

That’s the line 成人VR视频 draws across today’s market: general-purpose assistants trained on the open web, productivity copilots built into office software, domain wrappers layered on general models, and Fiduciary-Grade AI, grounded in authoritative content and built for outputs a professional can trace, verify, and defend. Only the last was built for work where almost right isn’t good enough.

Why 成人VR视频 built a new standard

Legal decisions, financial filings, tax positions, and audit findings carry accountability that can’t be shared with an algorithm. 成人VR视频 formalized the standard it believes AI must meet to be trusted with that work: Fiduciary-Grade AI.

The report also shows professionals agree almost unanimously on what they need: 96% say AI must safeguard confidential data, 94% say it must ground outputs in authority, 90% say it must produce defensible reasoning. And 47% say final responsibility for an AI-assisted error lands on the professional themselves, not the vendor or the model 鈥� an instinct that only holds up when the tools they’re given can back it up.

In practice, the standard comes down to where a system’s answers originate. A Fiduciary-Grade system traces every material output to a verifiable source, carries the full context of a matter, and builds privacy and security into its architecture rather than layering it on. It’s shaped by credentialed experts from the outset, built to recognize the edge of its own knowledge, and leaves a trail a professional, regulator, or court could review.

The cost of getting the category wrong

The AI value gap has a price tag. Nearly a quarter of professionals experiencing it are considering leaving within two years, at an estimated $232,000 replacement cost each. On the client side, 78% of corporate clients say AI-enabled quality is essential, yet just 6% say most providers deliver it, and 32% are already reconsidering firm relationships over it. It’s a talent signal too: 32% using Fiduciary-Grade AI would turn down a role without it, versus 12% of those without access.

The pattern is consistent: professionals use AI constantly, clients expect it, and a large share of both feel let down. That’s rarely AI failing outright 鈥� it’s the wrong category doing a job it wasn’t built for. A tax filing citing an outdated regulation, a contract clause built on the wrong jurisdiction’s case law, an audit finding grounded in a superseded standard: in each case, the professional who signed off, not the AI, bears the consequence.

The question worth asking about the AI you already use

You don’t need a new framework to see the difference 鈥� just ask where the AI in front of you gets its answers. If it can’t point to a checkable source, if nobody can say which experts shaped it versus reviewed it after the fact, if you don’t know what happens to your data when the vendor swaps in a new model underneath 鈥� you’re looking at a tool built for a lighter job than the one you’ve handed it.

That’s the gap Fiduciary-Grade AI was built to close: not a faster assistant, but a different category of technology, grounded in authority, accountable for its reasoning, and honest about what it doesn’t know.

Fiduciary-Grade AI

What it is, why it matters, and how to buy it

Read the article

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