IU Study 2026 | Executive Summary
The AI transformation requires change management
Artificial intelligence (AI) is a key driver in today’s working world: AI is changing tasks, working methods and requirements. However, the representative IU study shows: it appears that the AI transformation is not being systematically supported in many companies. According to the study’s findings, employees often lack clear leadership, support and qualification.
More than a third of workers in Germany are already noticing a change in the workplace: 38.5 per cent say that their work has changed in the past twelve months. There are many reasons for this – ranging from new tasks and digital tools to AI, which is one of the five most frequently cited drivers of change. However, in the respondents’ view, such a change is often not designed jointly with the employees. This is particularly clear taking the example of AI: although 45.5 per cent of employees in Germany already use AI tools such as ChatGPT or Copilot, employees say that the AI transformation in companies is often still not sufficiently supported or facilitated: More than half of the respondents do not feel well prepared for the ongoing development of AI; almost a third even feel abandoned by their own manager when it comes to AI. For Prof. Dr Anne Gfrerer, Professor of Business Informatics at the IU International University of Applied Sciences, this is a sign of poor change management.
A Bitkom study¹ confirms this discrepancy between intention and implementation: in 2025, 36 per cent of companies were already using AI – almost twice as many as in 2024 (20 per cent). At the same time, only 29 per cent planned to increase their AI investments compared with the previous year, and just 26 per cent of companies provided their employees with access to generative AI services or applications. “AI is already being used in a piecemeal manner and in individual cases in many companies, but organisational change often fails to keep pace. Without a clear strategy and skills development, its potential very often remains untapped,” says Prof. Dr Philipp Diebold, interpreting the findings.
The need for change management is also particularly evident when it comes to AI skills: more than 4 in 10 employees expect AI skills such as prompting to become more important in their work, yet they often do not receive the relevant upskilling. 43.9 per cent of employees have not spent any of their working time on AI upskilling at all in the past twelve months. So, what do companies need to do now? In this joint interview, our IU experts explain how companies can successfully adopt AI, provide better support for employees and develop skills in a targeted manner.
¹ Source: Bitkom (2025): Artificial intelligence in Germany: Views from the general public and companies
What is change management?
Prof. Dr Anne Gfrerer is Professor of Business Informatics at the IU International University of Applied Sciences and, in her role as a entrepreneur and supervisory board member, she focuses, among other things, on change management processes; she also makes appearances as a keynote speaker.
Prof. Dr Philipp Diebold is Professor of Business Informatics at the IU International University of Applied Sciences and, in his role as managing director of a consultancy firm, focuses on improving working methods, particularly through AI-supported solutions in the corporate context.
The two experts explain what change management is and how companies can successfully manage change.
Change Management: Definition
Change management (also known as transformation management) involves systematically planning, managing and explaining changes within companies. The aim is to introduce new strategies, processes, technologies or working methods in such a way that these changes are understood and accepted by employees and put to good use in their everyday work over the long term.
When introducing new digital technologies such as AI, change management is particularly important: for technological change alters tasks, roles, processes, skills and also the way teams work together.
Success factors in change management
Successful change does not depend solely on the quality of a new technology or strategy. The key factor is how effectively companies explain the change, support it and embed it in everyday working life.
The key success factors in change management:
Clear communication: Employees need to understand why a change is necessary – and what it means for them specifically.
Early involvement: Change is more successful when employees are involved at an early stage. They help decide where new technologies can be put to good use – and where risks and obstacles may arise.
Leadership as orientation: Managers play a key role in change management. They must provide reassurance, encourage questions, explain the changes and, above all, lead by example.
Skills development and upskilling: New ways of working require new skills. Companies must identify, communicate and actively promote these future-oriented skills.
Learning spaces in everyday working life: Employees need time and opportunities to try out new technologies, share their experiences and work together to develop good use cases. Learning must be part of the job.
Prof. Dr Anne Gfrerer
Professor of Business Informatics at the IU International University of Applied Sciences, entrepreneur and supervisory board member
Prof. Dr Philipp Diebold
Professor of Business Informatics at the IU International University of Applied Sciences and managing director of a consultancy firm
Key Facts
Study on AI in the workplace: Key findings
Almost half of the employees use AI at work.
45.5 %
use AI tools (e.g. ChatGPT, Copilot, DALL·E) at work in their company.
The majority – particularly among managers – see the use of AI as an opportunity.
54.3 %
of the respondents who have noticed an increase in the use of AI in their company view this very strongly or fairly strongly as an opportunity for their work. Among respondents in management positions, the figure is as high as 66.5 per cent.
Employees are driving the use of AI more than managers.
24.4 %
of AI users say that it is mainly employees who are driving the use of AI tools in their company. Managers were mentioned by 18.0 per cent of the respondents.
Are you well-prepared for the AI transformation? Many do not feel that way.
50.9 %
of respondents tend to disagree or strongly disagree with the statement that they feel well-prepared for the ongoing development of AI.
“When it comes to AI, I feel abandoned by my manager.”
29.6 %
completely agree or tend to agree with the statement that they feel they are being abandoned by their manager when it comes to AI.
AI tools can also increase the workload.
27.9 %
of the respondents who use AI in their work completely agree or tend to agree with the statement that their workload has increased since they started using AI tools in their work.
One in five says: the use of AI tools reduces productivity.
21.6 %
of the respondents who use AI in their work completely agree or tend to agree with the statement that their productivity has fallen as a result of using AI tools.
Little further training on how to use AI and AI tools in companies.
43.9 %
of the employees have not spent any of their working time upskilling in the area of AI over the last 12 months.
Almost half of the employees use AI at work.
45.5 %
use AI tools (e.g. ChatGPT, Copilot, DALL·E) at work in their company.
The majority – particularly among managers – see the use of AI as an opportunity.
54.3 %
of the respondents who have noticed an increase in the use of AI in their company view this very strongly or fairly strongly as an opportunity for their work. Among respondents in management positions, the figure is as high as 66.5 per cent.
Employees are driving the use of AI more than managers.
24.4 %
of AI users say that it is mainly employees who are driving the use of AI tools in their company. Managers were mentioned by 18.0 per cent of the respondents.
Are you well-prepared for the AI transformation? Many do not feel that way.
50.9 %
of respondents tend to disagree or strongly disagree with the statement that they feel well-prepared for the ongoing development of AI.
“When it comes to AI, I feel abandoned by my manager.”
29.6 %
completely agree or tend to agree with the statement that they feel they are being abandoned by their manager when it comes to AI.
AI tools can also increase the workload.
27.9 %
of the respondents who use AI in their work completely agree or tend to agree with the statement that their workload has increased since they started using AI tools in their work.
One in five says: the use of AI tools reduces productivity.
21.6 %
of the respondents who use AI in their work completely agree or tend to agree with the statement that their productivity has fallen as a result of using AI tools.
Little further training on how to use AI and AI tools in companies.
43.9 %
of the employees have not spent any of their working time upskilling in the area of AI over the last 12 months.
Due to rounding, there may be marginal
deviations in the results.
AI is not transforming companies – people are. Our study shows that many employees are still not receiving enough orientation, training and support for the AI transformation. Whether AI becomes a driver of innovation or creates uncertainty therefore depends on successful change management.”
Prof. Dr Anne Gfrerer
Professor of Business Informatics at the IU International University of Applied Sciences, entrepreneur and supervisory board member
Study contents
AI in the workplace: discover all the facts and figures now
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