A new McKinsey & Company survey has revealed a striking divide in how artificial intelligence is being adopted across Hong Kong’s workplaces, with executives trailing far behind their employees in regular AI use.

The findings, released this week, highlight that although a majority of white-collar workers are already engaging with AI technologies in their daily roles, only a small minority of senior leaders demonstrate similar usage, a pattern that could slow organisational transformation.

According to the research, nearly seventy per cent of Hong Kong’s white-collar workers use AI tools to assist their tasks, with more than ninety per cent reporting daily engagement.

Workers most often use AI for specific functions such as generating content or automating routine work.

In contrast, fewer than fifteen per cent of founders and senior executives reported using AI regularly, and only fourteen per cent of executives said they use such technologies frequently, according to the survey.

This discrepancy reflects a leadership adoption gap that experts say can undermine broader, enterprise-wide AI integration.

McKinsey’s managing partner in Hong Kong, Arthur Shek, said the gap between leadership and employee use “really slows the enterprise adoption of AI,” because effective transformation ultimately requires reinforcement from the top.

Senior executives’ lower engagement with AI may result from a lack of clear strategy, limited data infrastructure and insufficient training, factors that make it harder for organisations to embed AI beyond individual use cases.

Companies with strong executive support for AI tend to adopt clearer corporate strategies, align leadership goals with technology deployment and invest in training upskilling, the research suggests.

The survey’s results align with broader global research showing that employees often outpace leaders in adopting new technologies.

A 2025 McKinsey report noted that while AI adoption is widespread, few organisations reach full maturity without executive sponsorship and strategic vision.

Employees are frequently more ready for AI than leaders realise, and leadership commitment remains a key predictor of enterprise-level success.

The Hong Kong findings come against a backdrop of other local surveys that have highlighted varying degrees of AI preparedness across organisations.

Separate research has indicated that while many enterprises intend to deploy AI capabilities, structural challenges such as data management and digital infrastructure hinder broader readiness.

This suggests that in addition to individual uptake, coordinated leadership and strategic planning are critical to realising the full potential of artificial intelligence across Hong Kong’s economy.