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Unlocking AI’s strategic value is the new priority

Aladdin® commissioned Forrester Consulting to survey over 300 senior decision-makers across asset managers, insurers, pension funds, banks, and wealth managers.

Most are realizing operational efficiencies from AI. Far fewer are embedding it across workflows to improve investment outcomes and create competitive advantage.

Who we surveyed

303

Senior decision-makers responsible for investment strategy, technology, operations, and risk

3

Regions: North America 49%, EMEA 31%, Asia Pacific 20%

$100bn+

in assets under management at nearly half the organizations surveyed

Where do you sit on the AI maturity scale?

The Aladdin Strategic AI Adoption Index was created to measure how the firms we surveyed are applying AI across 14 investment activities – from data analytics and portfolio construction, to risk management and operations.

Source:

AI Adoption Report 2026. Research commissioned by Aladdin and conducted by Forrester Consulting, May–July 2026. Based on a global survey of 303 senior investment professionals.

Most firms are in the Emerging stage today – using AI selectively to deliver operational efficiencies.

Only a small group of Leaders are embedding AI across decision-critical workflows.

The AI value gap

Operational value is only the start. The longer-term opportunity is using AI to help shape decisions across the investment lifecycle – in decision-making, risk management, capital allocation, and other areas.

Our report highlights the AI value gap – and what AI leaders are doing differently.

87%

have deployed AI or embedded AI in business processes

61%

have seen increased efficiency in investment operations from AI-enabled workflows

33%

have enabled new investment strategies or capabilities through AI-enabled insights

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Operating model readiness

Scaling AI requires more than technology. It depends on an operating model that connects data, workflows, and decisions.

But most firms still face gaps – limiting their ability to turn AI into strategic value.

56%

say dependence on legacy technology limiting flexibility and scalability is the most significant operating model challenge

44%

say fragmented systems and platforms are one of the biggest tech and operating model challenges

72%

rely on 8 or more platforms to manage fund lifecycle and investment operations

The organizations that adapt their operating models, not just their tools, will lead the next chapter.

Shared foundations, in-house innovation

68%

of surveyed organizations favor a hybrid technology strategy - core platforms combined with targeted in-house innovation

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