Artificial intelligence

The AI paradox: recognised as a priority by European companies, yet only 29 per cent feel ready

New research from Chaberton Partners, a European executive search firm

by Rome Editorial Staff

29 September 2026

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3' min read

Translated by AI

Versione italiana

Key points

The issue of fragmented responsibilities
Geopolitics and resilience: discontinuity has become the norm
Culture and generations: five stages of working life, a single organisation
New skills for new scenarios

3' min read

Translated by AI

Versione italiana

AI is widely recognised as a strategic priority, yet there remains a significant gap between stated intentions and actual implementation. Only 29 per cent of companies consider themselves ready to undertake the transition to AI-enabled working models, and just 8 per cent have introduced KPIs capable of reliably measuring the economic return on investment. In HR departments with a dedicated AI budget, the average allocation stands at around 15 per cent of total resources: a sign that the technology is still treated as an experimental project rather than a lever for structural transformation.

This is the finding of new research by Chaberton Partners, a European executive search firm, entitled: “The Orchestrator of the Adaptive Organisation”. The study is based on over one hundred qualitative interviews with HR managers at medium-to-large companies operating in six European countries — Austria, France, Germany, Italia, Spain and Switzerland — with 93 per cent of their headquarters located in Europe.

The research identifies three key trends that are redefining the role and responsibilities of the HR function: the gap between ambition and reality in the adoption of artificial intelligence; the growing need to build resilient organisations capable of withstanding constant shocks; and the strengthening of corporate culture as a strategic lever in a context of multigenerational coexistence.

It is these figures that will form the starting point for the discussion organised by Chaberton Partners and Luiss Guido Carli, to be held on Tuesday 29 September at 6.30 pm in the Sala delle Colonne at Luiss. The discussion will begin with the research findings: these will form the focus of a round-table discussion featuring five business leaders — Stefano Barrese (Head of Banca dei Territori at Intesa Sanpaolo), Stefania Boschetti (CEO of EY Italy), Paolo Chiriotti (CHRO at TIM), Paolo Gallo (CEO of Italgas) and Antonio Liotti (CHRO at Leonardo) — moderated by Davide Cefis, Senior Partner at Chaberton Partners. The event will be opened by Rector Paolo Boccardelli and Christian Vasino, CEO and Founder of Chaberton Partners. Vice-Rector Enzo Peruffo will bring the event to a close.

The issue of fragmented responsibilities

It is not financial resources that are holding back the scaling up of AI, but the fragmentation of responsibilities — often contested between HR and IT — and the shortage of in-house expertise. The HR processes most heavily influenced by technology are recruitment and selection, workforce planning and predictive analytics, and personalised training. At the same time, CHROs or Heads of HR cite inconsistent data quality, reliance on legacy systems and cultural resistance to change as the primary obstacles.

Geopolitics and resilience: discontinuity has become the norm

67 per cent of HR managers surveyed state that their company has been directly affected by geopolitical factors — tariffs and trade barriers, tensions in Asian markets, pressure on supply chains, and loss of revenue in strategic areas — regardless of company size or sector. This figure highlights just how central the HR function is today to high-impact decisions: workforce redeployment, rapid reorganisation, and ensuring business continuity.

In this context, heads of staff are called upon to develop skills that, until a few years ago, were the preserve of other departments: a sound understanding of economics and finance, the ability to analyse geopolitical scenarios, and the ability to make the most of data to ensure faster and more informed decision-making.

Culture and generations: five stages of working life, one organisation

Over the next decade, for the first time in history, up to five generations — from the Baby Boomers to Generation Alpha — will be working side by side within the same organisations, bringing with them values, expectations and working styles that differ profoundly from one another. Managing this generational diversity is no longer just a matter of internal culture: it is a competitive advantage. Companies that are able to create environments in which each generation feels valued, whilst sharing a common purpose and way of working, build an advantage that is difficult to replicate.

New skills for new scenarios

When it comes to investment priorities in training, CHROs report a two-pronged focus. On the one hand, there is a need to strengthen technical skills — AI literacy, cybersecurity, data analytics — across the entire workforce. On the other, a re-evaluation of soft skills: critical thinking, emotional intelligence and the ability to work in highly uncertain environments. In a context where technical knowledge rapidly becomes obsolete, the ability to learn, adapt and collaborate becomes the most difficult skill to replace.