The state of enterprise AI
The most widely deployed GPTs either codify institutional knowledge into reusable assistants or automate workflows through integrations with internal systems. Some organizations have built a culture of developing and sharing Custom GPTs at scale. For example, BBVA regularly uses more than 4,000 GPTs, indicating that AI-driven workflows are increasingly implemented as persistent tools embedded in daily operations
Seventy-five percent of surveyed workers report that using AI at work has improved either the speed or quality of their output. On average, ChatGPT Enterprise users attribute 40–60 minutes of time saved per active day to their use of AI, with data science, engineering, and communications workers saving more than average (60–80 minutes per day). Time saved per message varies by function: accounting and finance users report the largest benefits followed by analytics, communications, and engineering.
AI is not only accelerating existing work; it is also expanding the tasks and skills workers can perform. Several studies find that AI has an equalizing effect, disproportionately aiding lower performing workers.1 Consistent with these findings, 75% of workers report being able to complete tasks they previously could not perform, including programming support and code review, spreadsheet analysis and automation, technical tool development and troubleshooting, and custom GPT or agent design.
At the individual worker level, impact increases as workers deepen their use of AI. Across a large sample of workers, time saved is correlated with the use of more advanced ChatGPT features, including Deep Research, GPT-5 Thinking, and Image Generation. Workers consuming the most intelligence (as measured by credits used2) report higher time savings. Workers who save more than 10 hours per week are not just using more intelligence, they are also using multiple models, engaging with more tools, and using AI across a wider range of tasks.
But usage is diversifying: customer service and content generation now represent approximately 20% of API activity, and non-technology firm API use has grown 5x year-over-year. Taken together, this pattern suggests adoption is expanding beyond technology-led product embedding toward a broader set of operational and workflow deployments across industries.
Even among active ChatGPT Enterprise users, many have not tried some of the most capable tools. Of monthly active users, 19% have never used data analysis, 14% have never used reasoning, and 12% have never used search. Among daily active users, those shares drop to 3%, 1%, and 1%, respectively.
Lines of inquiry this paper opens 24
Research framings built by reading the notes related to this paper — the questions it feeds into.
How does AI adoption reshape employment and wage outcomes?- When does task reorganization from AI actually translate into wage changes?
- How much does AI actually automate versus augment in real workplace tasks?
- Why do executives report no AI impact on jobs today?
- How much of employee time with AI goes to understanding its outputs rather than original work?
- Why do most organizations lack reliable data on AI's actual impact on productivity?
- Does AI assistance typically reduce support staff headcount or increase productivity?
- Do companies time productivity claims to coincide with public offerings or fundraising?
- How do user skill levels change which AI productivity gains actually materialize?
- Do employees spend freed AI time on better work or just more tasks?
- Can self-reported productivity surveys measure AI's real workplace impact?
- Does AI training reduce the time workers need to spend on output cleanup?
- Why do trained AI users report bigger productivity gains than untrained workers?
- Does AI use expand work scope rather than freeing up worker time?
- How much of perceived AI productivity is real versus assumed?
- Does AI use intensify work by expanding scope instead of freeing time?
- Can worker time savings exist without visible productivity gains?
- How much has AI actually contributed to productivity growth over the last decade?
- Why do worker time savings not always show up as firm profits?
- How reliable are self-reported productivity measures from surveys?