Name: Accenture CEO Julie Sweet: This Is Where AI Delivers the Biggest Payoff
Uploaded: 2026-01-23T17:19:00Z
Duration: 5 min 54 s
Description: Julie Sweet, CEO of Accenture, speaks with WSJ Leadership Institute President Alan Murray in Davos about why most companies are still years away from enterprise-wide AI transformation—and why CEOs are now moving away from using AI solely as a cost-cutting tool toward a much bigger opportunity.

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Julie Sweet, CEO of Accenture, speaks with WSJ Leadership Institute President Alan Murray in Davos about why most companies are still years away from enterprise-wide AI transformation—and why CEOs are now moving away from using AI solely as a cost-cutting tool toward a much bigger opportunity. Photo: Michael Claudio/WSJ

https://m.wsj.net/video/20260123/49c18280-8072-4d10-bb29-b4bbfa693644/1/hls/manifest-hd-wifi.m3u8

Julie Sweet, CEO of Accenture, speaks with WSJ Leadership Institute President Alan Murray in Davos about why most companies are still years away from enterprise-wide AI transformation—and why CEOs are now moving away from using AI solely as a cost-cutting tool toward a much bigger opportunity.

Accenture CEO Julie Sweet: This Is Where AI Delivers the Biggest Payoff 

I am here in Davos with Julie Sweet, who is the CEO of Accenture. Julie, great to have you with us.

Thank you. It's great to be here.

Yeah. Crazy week. I know you've talked to dozens of CEOs over the course of the week. What's the message you're hearing from them?

Well, first of all, this week was just further evidence of what they already knew. There's a lot of volatility, there's a lot of uncertainty, and companies have to stay steady, right? Not get caught up in sort of the latest, you know, thing that's going on in geopolitics.

Yep. So, your message to them is control what you can let the noise pass you by.

Absolutely. And their message back is, we wanna go faster and stay focused and kind of understand these in the context of what they're already dealing with.

And it's pretty clear if you're able to put the geopolitics aside that the thing most companies are focusing on is technology transformation, the AI transformation. But we still see a lot of evidence that the percentage of companies that are really breaking through with value creating projects is maybe 10 to 15%. And that there's a trust gap between the CEOs here who are super excited about this technology and their employees. So what's your advice to them both about how to be part of the 10 to 15% that's breaking through and how to deal with the employee trust gap?

Well, I think a couple things. First of all, I think people are misunderstanding scale a little bit. Like when we look at where we were, you know, 12 months ago, we now have many, many examples. More than 10 to 15% actually.

Alan: Really, you think that number's low?

Of examples where they've gone, and they've scaled it, but they're very much point solutions that are creating value, like the pharma company that can now take the, describe the new drug to the physician much, much faster from, you know, months to days to create the regulatory information to take them. Like that's real. It's creating real value. What's not happening yet is the idea of scale across the enterprise where you're really running things differently.

Yep.

And that's actually a couple years away at a minimum.

It's just hard.

It's really hard. It requires you to learn things differently. To operate differently. And it goes to the employee trust piece. You cannot trust the technology unless you understand it. You can't use it to actually change the ways you work unless the leaders understand it. And there's a long way to go. This is a new technology. It's changing really rapidly. There aren't a millions of examples. And so there's a ton of education that's still going on at the leadership level. And on the flip side, the same is true for employees. If they don't understand it, if they don't know what the future is, it's really hard to trust. And that gap has to be closed both by leaders getting educated, charting a strategy, and then being transparent.

So it also takes a little time and it requires some patience.

Yeah, yes it does. And I think the most important advice is AI is about growth. And if in three years you can't point to a new service or a new insight that is driving growth, then you're not actually taking advantage of it. And this realization is now really coming. We do a quarterly pulse of CEOs across the globe for the last three years. And this last quarter, 78% of the C-suite across 20 industries, 20 countries said growth is the primary value of AI. Big shift from productivity only.

Yeah. Yeah, so it's not just about reducing jobs and being more efficient.

Absolutely not. So if you go back to the pharma company example, if you get your drugs, the explanations of your drugs to physicians faster, you're gonna also have like more physicians understanding exactly what the drug does, that's also gonna help you from a growth perspective.

Yeah.

The administrative efficiencies that are happening with administrative tasks, like in healthcare, means that the nurses are spending more time understanding the patient instead of asking them about their records.

Yeah.

So all of these things point to very different outcomes than merely a productivity, but they're also solving a problem, which is like for nurses, there aren't enough of them.

Yep. So I appreciate your advice to the clients that you speak with, to focus on your own business and not get distracted by the latest news event. But it was a pretty big week for geopolitics. I mean, there is a sense in the back and forth between President Trump and the Europeans that the world order really is changing, that the 70 year post-war period of rules and institutions are going away and we're not quite sure what's taking its place. How should business react to that?

So Alan, I completely agree. There's a difference between, let's not be distracted by that kind of the news cycle, the day of the latest and real strategic planning that's tied to your business. If you're a domestic telecom, that's very different than a global company. Every global company today, we are also working on supply chains. We're looking at, you know, where are the next markets? Can I access them in the same way, given the new geopolitical order that seems to be emerging, what are the scenarios for that? Every company that's global absolutely has to look at these things.

Yes.

But that's a big difference, than being sucked into kind of what will probably be ongoing things as that world order shakes up.

Yeah. Well, Julie, thanks so much for taking a minute to share your insights. It's always great to talk to you.

Join Alan Murray, President of the WSJ Leadership Institute, at the World Economic Forum for insights executives need to lead through 2026. He speaks with the biggest names and decision-makers shaping the business world—and all of our lives.