Latin America Intelligent Age

Latin American and global leader scores in AI competitiveness sub-dimension: operating modelFIGURE 9 AI initiatives and products follow well-defined agile team structures and methodologies25 21 32 47 66 16 25 17 16 26 39 4230 44 5837 6235 47 59 Degree of organization of AI talent Operating model enables cross-functional collaboration of AI talent Pace of execution of key analytics and AI initiatives Funding and budgeting processes support agile delivery of AI initiatives Latin American organizations not generating impact from AI/uni00A0 Latin American average Distance between Latin American average and global leaders Distance between Latin American organizations generating impact and those who are not Latin American organizations generating impact from AI Global leaders1 24 22 37 21 28 27 16 2334 26 15 20 25 30 35 40 45 50 55 60 65 70 Note: 1. Top quintile of McKinsey Global AI Competitiveness Assessment Survey, excluding Latin America Source: Latin America in the Intelligent Age - AI capabilities survey, August - October 2025, n=129; McKinsey AI Quotient Survey, 2017-2025, including 750+ companies globally When examining the adoption and scaling sub- dimension, we see the largest differentiators between global leaders and Latin American organizations is in their scores for the ability to effectively establish, track and communicate value from AI, in explaining how AI will impact the way the organization works in the future and, perhaps not surprisingly, in the integration of AI into core business processes which, as has been discussed above, is a key reason for lower economic impact creation.