IPR Research Shows Communicators Are Driving Generative AI Adoption
As generative AI moves from experimentation to everyday use inside organizations, a new report from the Institute for Public Relations, sponsored by New York Life, makes one thing clear: communicators are no longer on the sidelines of AI adoption. They are central to making it work.
This IPR Signature Study, conducted through interviews with 30 communication and technology leaders between August 25 and October 5, 2025, finds that communicators are emerging as catalysts for generative AI adoption, helping organizations translate technical capability into shared understanding, trust, and action. At the same time, the research highlights a critical gap. Many organizations are moving quickly on tools, but without the strategic communication frameworks and clear change narratives needed to support long-term transformation.
The study identifies three distinct stages of organizational AI maturity, offering a practical lens for leaders to assess where their organizations stand today and what’s required to move forward. Across all stages, communicators play a connective role, bridging IT, leadership, and employees, and shaping how AI is governed, explained, and embedded into day-to-day work.
Among the key findings:
Communicators are stepping into strategic leadership roles. While IT often owns generative AI implementation, communicators act as translators, aligning technical teams with business goals and employee realities.
Productivity is the primary driver of adoption. Ninety percent of respondents cited productivity and efficiency as the main reason their organizations are adopting generative AI, followed by innovation (77 percent) and improved insights and reporting (70 percent).
Visible leadership involvement matters. When C-suite leaders actively engage in AI initiatives, it sends a powerful signal that generative AI is a strategic priority, not a side experiment.
What stands out in this research is how clearly it positions communication as infrastructure, not support. Governance models, training programs, and internal alignment all depend on how well organizations explain why AI matters, how it will be used, and what it means for people’s roles and responsibilities.
For communicators, the message is both an opportunity and a call to action. As generative AI reshapes how work gets done, the ability to frame change, build trust, and guide organizations through uncertainty may be just as important as the technology itself.
The full report includes additional findings and research-backed best practices for advancing generative AI adoption across organizations.
