Trust, attitudes and use of artificial intelligence: A global study 2025

Source: University of Melbourne / KPMG International · 2025-04

Artificial Intelligence holds extraordinary promise, but realizing its full potential requires more than technological advancement. Since 2020, KPMG has collaborated with Professor Nicole Gillespie, Chair of Trust and Professor of Management at the University of Melbourne and Fellow of Oxford University’s Centre for Corporate Reputation and Dr. Steve Lockey, Research Fellow at Melbourne Business School who have spearheaded research tracking public attitudes toward artificial intelligence with a focus on trust, expectations and impact.

This year’s encompassing global research draws on evidence-based insights from 48,000 survey respondents across 47 countries into the impact AI is having on individuals and organizations. Alongside the key data from the research, this report presents KPMG professionals’ perspectives on the implications of the findings for leaders who are navigating AI’s evolving role in their organizations.

Introduction. In 2025, the World Economic Forum (WEF), in collaboration with KPMG International, produced the Blueprint for Intelligent Economies. It outlined a vision for AI-powered economies that are prosperous, inclusive, secure and sustainable and emphasized the importance of expanding access to AI technologies to enhance economic growth and societal benefits.

The vision of this ‘intelligent age’ is to usher in a new era of opportunity where AI and data-driven technologies will be poised to transform industries, elevate decisionmaking and redefine everyday experiences.

It reimagines a future of human and machine collaboration — built on human values — where human and artificial intelligence will be working together to drive progress, fuel innovation and generate value.

But achieving the vision — and reaching it with speed — requires trust. The trust imperative is reinforced in the survey results as one of the strongest predictors of AI use and acceptance, based on users’ AI knowledge and This is the dawn of human-AI collaboration The experience of KPMG professionals shows that the use of AI at work is already beginning to deliver some of the promised performance-related benefits and opportunities — ranging from productivity gains to better resource utilization, greater access to information, enhanced innovation and knowledge sharing and a new wave of potential revenuegeneration opportunities.

For the workforce, AI also is showing the potential for smarter decision-making, greater creativity and more time for people to focus on high-value work.

Trust in AI is not guaranteed The study findings reveal that trust levels are low with fewer than one-half of the respondents saying they are willing to trust AI. The findings also show, however, that organizations and educational institutions can strengthen trust by investing in AI education and training, adopting clear governance practices to mitigate risks and ensuring that responsible use is built into the design and deployment of AI systems.

Fully realizing AI’s potential will also require a collective commitment to responsible innovation along with collaboration on appropriate regulation, education programs and the development of skills to help individuals harness AI’s full power.

Related work. The survey findings reveal an important perspective on public sentiment regarding AI as well as regional differences in AI trust, use and expectations.

The following insights also reflect the views and experiences of KPMG professionals who are working with clients to align their AI strategies with the organization’s goals. By embedding AI in their business operations in a trusted way, we have found that business leaders are able to identify the strongest opportunities for streamlining their operations, whether that means reducing the amount of time employees spend on mundane tasks, lowering costs, improving efficiency, enhancing creativity or driving innovations.

Trust in AI — not to be taken for granted The study shows that trust is the strongest predictor of AI use and acceptance, earned through transparency, accountability and the consistent, responsible application of AI technology.

If people are willing to trust AI systems, they are more likely to accept and approve of the use of AI in society and at work.

However, as the study findings reveal, there is currently a trust deficit — 54 percent of the respondents say they are wary of AI, and the perceived trustworthiness of AI systems has fallen from 63 percent in 2022 to 56 percent in the 2024 survey — which is a cause for concern among many business leaders.

AI literacy has a direct influence on trust and acceptance Individuals and organizations are more likely to trust AI systems when they understand how AI works and are able to see when and how it is used in common applications. AI education and training opportunities enhance AI literacy and can strengthen people’s trust in using the technology.

Risks associated with AI can cause uncertainty and reduce trust and acceptance The more concerns there are among individuals and organizations about the risks and potential negative outcomes of AI use in society, the less likely they are to trust or accept AI systems. This makes it crucial for organizations to invest in AI education, training, responsible AI use and governance.

Discussion. Understanding diverging global experiences One of the most noteworthy insights from this year’s research highlights significant differences in AI acceptance and trust across various regions. For example, country-level findings reveal important contrasts between the AI experiences of people within IMF emerging economies and those in IMF advanced economies in terms of how AI is understood, adopted and trusted.

Employees in emerging economies, for example, are more likely to believe that their organizations have dedicated AI strategies, invest more heavily in AI training and have a greater number of formal AI governance mechanisms compared to their advanced economy counterparts who do not appear to be keeping pace in several of these critical areas. Survey respondents from advanced economy countries expressed greater caution and uncertainty about using AI tools and systems.

The perceived benefits of AI are also markedly different. The majority of people in emerging economies are more likely to have observed or experienced AI benefits (82 percent compared to 65 percent in advanced economies) and 90 percent vs 79 percent expect AI to deliver positive outcomes.

Insights from the study show that a higher level of optimism in emerging markets may be linked to stronger AI upskilling efforts, governance and the integration of AI into organizational strategies. AI systems may be seen as more beneficial in these countries if they fill critical resource gaps and provide greater opportunities for people. For example, AI systems in healthcare can help improve service delivery and health outcomes in areas where people have limited access to medical professionals.

AI literacy varies significantly across regions While the research shows that the intentional use of AI has increased worldwide, AI literacy, training and general use of AI tend to be higher in emerging and developing economies vs. those in advanced markets.

Reimagining work in the age of AI In this intelligent age, success in generating value will most likey belong to those who embrace AI as a powerful force that augments human potential.

As the research shows, this often requires redesigning work practices to ensure there is more accountability and transparency.

In working with many organizations globally, it has also become clear that hidden or misrepresented AI use can make it difficult to establish accountability for the impact that AI has on people’s decisions. It makes it equally challenging for organizations to recognize productivity gains and opportunities to improve their work practices and deliver the value they expect from their AI investments.

Transforming the workforce According to the research, the rapid adoption of AI at work is already delivering a range of perceived benefits — from increased efficiency and innovation to higher-quality work and better decision-making. However, it is also introducing new risks that organizations can’t afford to ignore.

While employees’ use of AI is becoming more commonplace, this use is often unchecked and unverified. Globally, 44 percent of employees admit to using AI in ways that contravene their organizations’ policies and guidelines, and 61 percent avoid revealing when they have used AI tools in their work.

Many are also producing AI-generated output without verifying its accuracy and presenting it as their own work. Others are relying too heavily on AI without fully understanding the output, potentially reducing their foundational and critical skills.

Without clear protocols or awareness of AI’s limitations, employees risk compromising security and compliance, and damaging their own reputations as well as that of their employer.

Conclusion. The age of working with AI is here Turning AI investment into lasting value requires more than experimentation. It calls for clear strategic direction, coordinated action, a strong foundation of trust and a bold vision for reshaping the workforce.

Trust will be the decisive factor in how much value AI delivers Business executives, policymakers and organizational leaders all have critical roles. By putting trust at the center of AI strategies and aligning AI implementation with broader business and societal goals, they can turn uncertainty into momentum.

The result? AI that not only drives efficiency, but also unlocks innovation, advances equity and fuels long-term growth in a trusted and responsible way.

In the age of intelligent economies, we need a clear and robust view of the future for our children and the next generation of workers. ‘What are our objectives and what are the essential capabilities that will be required?’

AI-assisted learning, for example, can bring millions of people into the workforce, helping us to reimagine work, elevate the human experience and uplift human potential. To help ensure these opportunities reach everyone successfully, investing in digital infrastructure and fostering collaboration between governments, industries and educators will be essential.

Building a solid foundation for successful AI-driven transformation KPMG helps organizations navigate their AI transformation journeys by working together to develop and deploy safe, responsible and scalable AI systems. It’s a comprehensive approach that starts with the development of an effective AI strategy, followed by the implementation of robust AI governance frameworks to engage and empower the workforce and unlock the productivity and efficiency gains that generate value for the organization.

Experience shows that successful AI adoption begins with strong transformational leadership and a clear vision of AI’s potential. The research findings further emphasize the importance of focusing on the following for leaders to achieve the value they’re seeking from AI:

Limitations. • 79% are concerned about risks; 43% experience negative outcomes (e.g. loss of human connection, inaccurate outcomes, privacy loss, misinformation).

• 64% worry elections are being manipulated by AI content and bots.

Risks associated with AI can cause uncertainty and reduce trust and acceptance The more concerns there are among individuals and organizations about the risks and potential negative outcomes of AI use in society, the less likely they are to trust or accept AI systems. This makes it crucial for organizations to invest in AI education, training, responsible AI use and governance.