{"id":13454,"date":"2026-03-06T16:52:37","date_gmt":"2026-03-06T15:52:37","guid":{"rendered":"https:\/\/neodatagroup.ai\/?p=13454"},"modified":"2026-03-06T16:52:37","modified_gmt":"2026-03-06T15:52:37","slug":"leading-the-ai-uncertainty-the-last-pwc-ceo-survey","status":"publish","type":"post","link":"https:\/\/neodatagroup.ai\/it\/leading-the-ai-uncertainty-the-last-pwc-ceo-survey\/","title":{"rendered":"Gestire l'incertezza dell'IA: l'ultima indagine condotta da PwC tra i CEO"},"content":{"rendered":"<h2 class=\"simpletoc-title\">Indice<\/h2>\n<ul class=\"simpletoc-list\">\n<li><a href=\"#a-climate-of-caution-shortterm-pressure-and-strategic-myopia\">Un clima di cautela: tra pressione a breve termine e miopia strategica<\/a>\n\n<\/li>\n<li><a href=\"#the-real-ai-gap-not-technological-but-leadershipdriven\">Il vero gap dell\u2019AI: non tecnologico, ma di leadership<\/a>\n\n<\/li>\n<li><a href=\"#borderless-industries-where-new-value-is-created\">Settori senza confini: dove si crea il nuovo valore<\/a>\n\n<\/li>\n<li><a href=\"#trust-as-a-strategic-kpi\">La fiducia come KPI strategico<\/a>\n\n<\/li>\n<li><a href=\"#beyond-the-innovation-theater\">Oltre il \u201cteatro dell\u2019innovazione\u201d<\/a>\n\n<\/li>\n<li><a href=\"#time-as-a-strategic-lever\">Il tempo come leva strategica<\/a>\n\n<\/li>\n<li><a href=\"#from-caution-to-dynamism-priorities-for-2026\">Dalla cautela al dinamismo: le priorit\u00e0 per il 2026<\/a>\n\n<\/li>\n<li><a href=\"#the-question-to-ask\">La domanda da farsi<\/a>\n<\/li><\/ul>\n\n\n<p class=\"wp-block-paragraph\">Oggi, <strong>la leadership<\/strong> oggi \u00e8 un esercizio costante di equilibrio. Siamo immersi in una trasformazione tecnologica e sociale profonda, in cui <strong>l'intelligenza Artificiale (IA)<\/strong> promette di accelerare <strong>i modelli di business<\/strong>, aumentare <strong>la produttivit\u00e0<\/strong>, e automatizzare molte attivit\u00e0. Ma la realt\u00e0 \u00e8 pi\u00f9 complessa: il vero valore non sta solo nella tecnologia, bens\u00ec nella capacit\u00e0 di integrarla <strong>in modo strategico, sostenibile e umano<\/strong> all\u2019interno delle organizzazioni.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">In questo contesto, <a href=\"https:\/\/www.pwc.com\/gx\/en\/issues\/c-suite-insights\/ceo-survey.html\" target=\"_blank\" rel=\"noreferrer noopener\"><strong>il PwC\u2019s 29th Global CEO Survey<\/strong> <\/a>fotografa una realt\u00e0 chiara: guidare nell\u2019era dell\u2019AI non significa solo adottare nuove tecnologie, ma ripensare radicalmente <strong>strategia, governance e cultura aziendale<\/strong>.<\/p>\n\n\n\n<h2 id=\"a-climate-of-caution-shortterm-pressure-and-strategic-myopia\" class=\"wp-block-heading\"><strong>Un clima di cautela: tra pressione a breve termine e miopia strategica<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">La fiducia <strong>dei CEO<\/strong> nella crescita dei ricavi nel breve periodo \u00e8 scesa al <strong>30%<\/strong> (rispetto al <strong>38%<\/strong> dello scorso anno e <strong>al 56% nel 2022<\/strong>).\u00c8 un segnale forte: la pressione sull\u2019operativit\u00e0 quotidiana rischia di oscurare <strong>la visione di lungo periodo<\/strong>.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Accanto a organizzazioni paralizzate dall\u2019incertezza emerge un gruppo di <strong>aziende \u201cVanguard\u201d<\/strong> che sta sovraperformando il mercato. Non perch\u00e9 operi in contesti meno complessi, ma perch\u00e9 ha scelto <strong>il dinamismo<\/strong> come risposta strategica alla disruption.<\/p>\n\n\n\n<figure class=\"wp-block-image aligncenter size-large is-resized\"><img fetchpriority=\"high\" decoding=\"async\" width=\"1024\" height=\"698\" src=\"https:\/\/www2.neodatagroup.ai\/wp-content\/uploads\/2026\/03\/image-1-1024x698.png\" alt=\"\" class=\"wp-image-13456\" style=\"width:524px;height:auto\" srcset=\"https:\/\/neodatagroup.ai\/wp-content\/uploads\/2026\/03\/image-1-1024x698.png 1024w, https:\/\/neodatagroup.ai\/wp-content\/uploads\/2026\/03\/image-1-300x204.png 300w, https:\/\/neodatagroup.ai\/wp-content\/uploads\/2026\/03\/image-1-768x523.png 768w, https:\/\/neodatagroup.ai\/wp-content\/uploads\/2026\/03\/image-1-18x12.png 18w, https:\/\/neodatagroup.ai\/wp-content\/uploads\/2026\/03\/image-1.png 1036w\" sizes=\"(max-width: 1024px) 100vw, 1024px\" \/><\/figure>\n\n\n\n<h2 id=\"the-real-ai-gap-not-technological-but-leadershipdriven\" class=\"wp-block-heading\"><strong>Il vero gap dell\u2019AI: non tecnologico, ma di leadership<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">L\u2019Intelligenza Artificiale \u00e8 al centro <strong>delle agende dei board<\/strong>, ma per molti il ritorno economico resta limitato.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Il 56% delle aziende<\/strong> non ha registrato <strong>n\u00e9 incremento dei ricavi n\u00e9 riduzione dei costi<\/strong> legati all\u2019AI negli ultimi <strong>12 mesi<\/strong>. Il problema non \u00e8 la tecnologia. \u00c8 <strong>l\u2019approccio<\/strong>.<\/p>\n\n\n\n<figure class=\"wp-block-image aligncenter size-full is-resized\"><img decoding=\"async\" width=\"992\" height=\"617\" src=\"https:\/\/www2.neodatagroup.ai\/wp-content\/uploads\/2026\/03\/image-2.png\" alt=\"\" class=\"wp-image-13457\" style=\"width:479px;height:auto\" srcset=\"https:\/\/neodatagroup.ai\/wp-content\/uploads\/2026\/03\/image-2.png 992w, https:\/\/neodatagroup.ai\/wp-content\/uploads\/2026\/03\/image-2-300x187.png 300w, https:\/\/neodatagroup.ai\/wp-content\/uploads\/2026\/03\/image-2-768x478.png 768w, https:\/\/neodatagroup.ai\/wp-content\/uploads\/2026\/03\/image-2-18x12.png 18w\" sizes=\"(max-width: 992px) 100vw, 992px\" \/><\/figure>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Le aziende Vanguard (12% del campione)<\/strong> ottengono <strong>crescita dei ricavi<\/strong> e <strong>riduzione dei costi<\/strong> contemporaneamente. La differenza non \u00e8 nell\u2019investimento, ma nelle fondamenta costruite:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Infrastruttura tecnologica integrata, capace di scalare<\/strong><\/li>\n\n\n\n<li><strong>Roadmap strategica chiara, con obiettivi misurabili<\/strong><\/li>\n\n\n\n<li><strong>Cultura organizzativa orientata all\u2019adozione<\/strong>, non alla sperimentazione isolata<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">L\u2019AI non genera valore quando resta confinata a progetti pilota. <strong>Genera valore quando diventa leva trasversale di trasformazione<\/strong>, applicata a <strong>prodotti, servizi ed esperienze<\/strong>.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Non a caso, il 44% delle aziende Vanguard<\/strong> utilizza l\u2019AI in modo esteso su queste dimensioni, contro il <strong>17% delle altre<\/strong>.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">L\u2019AI, per funzionare, deve essere <strong>a livello enterprise<\/strong>.<\/p>\n\n\n\n<h2 id=\"borderless-industries-where-new-value-is-created\" class=\"wp-block-heading\"><strong>Settori senza confini: dove si crea il nuovo valore<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">La tradizionale separazione tra le industrie sta dissolvendosi. <strong>Tecnologia, climate tech, finanza e sanit\u00e0<\/strong> convergono in <strong>ecosistemi ibridi<\/strong>.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Il 42% delle aziende<\/strong> ha gi\u00e0 iniziato a competere in settori completamente <strong>nuovi<\/strong> negli ultimi cinque anni.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">E i numeri parlano chiaro: le imprese che generano almeno <strong>il 50% dei ricavi da nuovi ambiti<\/strong> registrano margini medi del <strong>14%<\/strong>, contro il <strong>9%<\/strong> di chi resta nei confini tradizionali.<\/p>\n\n\n\n<figure class=\"wp-block-image aligncenter size-large is-resized\"><img decoding=\"async\" width=\"1024\" height=\"675\" src=\"https:\/\/www2.neodatagroup.ai\/wp-content\/uploads\/2026\/03\/image-1024x675.png\" alt=\"\" class=\"wp-image-13455\" style=\"width:531px;height:auto\" srcset=\"https:\/\/neodatagroup.ai\/wp-content\/uploads\/2026\/03\/image-1024x675.png 1024w, https:\/\/neodatagroup.ai\/wp-content\/uploads\/2026\/03\/image-300x198.png 300w, https:\/\/neodatagroup.ai\/wp-content\/uploads\/2026\/03\/image-768x506.png 768w, https:\/\/neodatagroup.ai\/wp-content\/uploads\/2026\/03\/image-18x12.png 18w, https:\/\/neodatagroup.ai\/wp-content\/uploads\/2026\/03\/image.png 1050w\" sizes=\"(max-width: 1024px) 100vw, 1024px\" \/><\/figure>\n\n\n\n<p class=\"wp-block-paragraph\">La crescita si sta concentrando in <strong>cluster intersettoriali<\/strong>:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Tech<\/strong> che entra in sanit\u00e0, nel banking e nei servizi alle imprese<\/li>\n\n\n\n<li><strong>Fintech<\/strong> che ridefinisce pagamenti e infrastrutture finanziarie<\/li>\n\n\n\n<li><strong>Paesi del GCC<\/strong> che investono in data center e hub industriali multi-settore<\/li>\n\n\n\n<li><strong>In India<\/strong> si consolida come polo strategico per capitale e innovazione<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">Non si tratta di diversificazione opportunistica, ma di <strong>ridefinizione delle competenze chiave<\/strong>.<\/p>\n\n\n\n<h2 id=\"trust-as-a-strategic-kpi\" class=\"wp-block-heading\"><strong>La fiducia come KPI strategico<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Le acquisizioni pi\u00f9 efficaci non ampliano solo la quota di mercato <strong>: creano valore attraverso competenze complementari<\/strong>.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Le societ\u00e0 quotate con minori criticit\u00e0 legate alla fiducia hanno registrato <strong>rendimenti per gli azionisti superiori di 9 punti percentuali<\/strong> rispetto a quelle pi\u00f9 esposte a controversie <strong>su AI, privacy o sostenibilit\u00e0<\/strong>.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">La fiducia si costruisce su tre dimensioni interconnesse:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Fiducia operativa<\/strong>: resilienza ed eccellenza esecutiva<\/li>\n\n\n\n<li><strong>Fiducia nell\u2019accountability<\/strong>: trasparenza, reporting di qualit\u00e0, governance solida<\/li>\n\n\n\n<li><strong>Fiducia digitale<\/strong>: protezione dei dati e uso etico dell\u2019AI<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">In <strong>un\u2019economia data-driven<\/strong>, la fiducia non \u00e8 un tema reputazionale: <strong>\u00e8 un driver diretto di performance<\/strong>.<\/p>\n\n\n\n<h2 id=\"beyond-the-innovation-theater\" class=\"wp-block-heading\"><strong>Oltre il \u201cteatro dell\u2019innovazione\u201d<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Il 50% dei CEO<\/strong> considera l\u2019innovazione critica per la strategia. Solo l\u2019 <strong>8%<\/strong> ha implementato pratiche strutturate per renderla sistemica.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Molte organizzazioni sono intrappolate nel <strong>\u201cteatro dell\u2019innovazione\u201d<\/strong>: hackathon, laboratori e annunci che generano visibilit\u00e0 ma non trasformazione.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">La vera differenza \u00e8 operativa:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Solo il <strong>24%<\/strong> tollera progetti ad alto rischio<\/li>\n\n\n\n<li>Solo il <strong>19%<\/strong> ha processi formali per interrompere iniziative di R&amp;S sottoperformanti<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">Senza disciplina nel chiudere <strong>i progetti \u201czombie\u201d<\/strong> e senza coraggio nel finanziare <strong>quelli realmente trasformativi<\/strong>, l\u2019innovazione resta un esercizio retorico.<\/p>\n\n\n\n<h2 id=\"time-as-a-strategic-lever\" class=\"wp-block-heading\"><strong>Il tempo come leva strategica<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">I CEO dedicano <strong>in media il 47% del tempo<\/strong> a priorit\u00e0 inferiori <strong>a un anno<\/strong>. Solo il <strong>16%<\/strong> guarda oltre <strong>i cinque anni<\/strong>.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u00c8 il paradosso della leadership contemporanea: chi \u00e8 pi\u00f9 preoccupato per il futuro tende a concentrarsi ancora di pi\u00f9 sull\u2019immediato.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Ma le \u201caziende caute\u201d crescono meno (<strong>-2% di ricavi<\/strong>) e registrano margini inferiori (<strong>-3%<\/strong>) rispetto alle organizzazioni dinamiche.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Un' <strong>microscopio<\/strong> \u00e8 necessario. Ma senza <strong>telescopio<\/strong>, la strategia perde direzione.<\/p>\n\n\n\n<h2 id=\"from-caution-to-dynamism-priorities-for-2026\" class=\"wp-block-heading\"><strong>Dalla cautela al dinamismo: le priorit\u00e0 per il 2026<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Costruire le fondamenta dell\u2019AI<\/strong><strong><br><\/strong>Superare la fase sperimentale e scalare <strong>a livello enterprise<\/strong>, lavorando su <strong>dati, infrastruttura e cultura<\/strong>.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Seguire i flussi di capitale globale<\/strong><strong><br><\/strong>Rimappare la strategia in funzione dei nuovi poli di crescita <strong>(India, GCC, ecosistemi tech-climate)<\/strong>.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Integrare il clima nella creazione di valore<\/strong><strong><br><\/strong>Solo il <strong>Solo il 20\u201324% dei CEO<\/strong> ha processi strutturati per integrare <strong>cambiamento climatico<\/strong> nelle <strong>decisioni di allocazione del capitale e design<\/strong> dei prodotti. Qui si gioca un vantaggio competitivo futuro.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Reinventare l\u2019agenda del board<\/strong><strong><br><\/strong>Spostare deliberatamente <strong>tempo e risorse<\/strong> dal breve al lungo periodo.<\/p>\n\n\n\n<h2 id=\"the-question-to-ask\" class=\"wp-block-heading\"><strong>La domanda da farsi<\/strong><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Il rischio pi\u00f9 grande non \u00e8 <strong>l\u2019incertezza<\/strong>. \u00c8 <strong>l\u2019immobilismo<\/strong>.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Nel valutare le vostre priorit\u00e0, la domanda non \u00e8 se <strong>l\u2019AI cambier\u00e0 il vostro settore<\/strong>.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">La domanda \u00e8 se la vostra organizzazione sta costruendo oggi <strong>le fondamenta per competere nel prossimo decennio<\/strong>.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Nella corsa a proteggere i prossimi <strong>12 mesi<\/strong>, state forse sacrificando i prossimi <strong>10 anni<\/strong>?<\/p>","protected":false},"excerpt":{"rendered":"<p>Today, leadership is a constant exercise in balance. We are immersed in a profound technological and social transformation in which Artificial Intelligence (AI) promises to accelerate business models, increase productivity, and automate many activities. But reality is more complex: true value lies not only in the technology itself, but in the ability to integrate it [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":13458,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[32],"tags":[],"class_list":["post-13454","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-news"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.6 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Leading the AI uncertainty: the last PwC CEO survey - Neodata Group<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/neodatagroup.ai\/it\/leading-the-ai-uncertainty-the-last-pwc-ceo-survey\/\" \/>\n<meta property=\"og:locale\" content=\"it_IT\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Leading the AI uncertainty: the last PwC CEO survey - Neodata Group\" \/>\n<meta property=\"og:description\" content=\"Today, leadership is a constant exercise in balance. 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