Beyond the Hype: Is "Shadow AI" Stalling Our Strategic Edge?
Earlier this month, Samfunnsøkonomisk Analyse, in collaboration with NHO and our DIG partner Abelia, launched the definitive status report on the use of AI in Norwegian industry.
The study provides a vital pulse check on how Norwegian firms are navigating the AI revolution, and how far they have yet to go.
Increased used of AI
The numbers tell a story of rapid adoption. Today, 55 percent of Norwegian companies state they use AI - a massive jump from just 24 percent in 2023. While this growth is considerable, it is perhaps expected given the ubiquity of generative tools. However, these figures likely only scratch the surface; there is a strong impression that actual usage is even higher, as employee adoption often outpaces management's awareness.
The report confirms this suspicion by pointing to a larger phenomenon we need to address: Shadow AI. By shifting the research focus from whether the organization uses AI to whether AI is being used within the company, the researchers captured a significant amount of bottom-up adoption. This distinction was intentional, specifically designed to catch use that is not necessarily implemented or "top-down" sanctioned by the organization
This suggests that in many offices, employees are experimenting with tools like ChatGPT or Copilot "under the radar," without leadership having a clear overview or a formal strategy. While this drives individual productivity, it lacks the strategic coordination necessary to fundamentally strengthen organizational competitiveness.
This lack of coordination carries risks. A recent KPMG study on trust and AI attitudes underscores this "governance gap," finding that 47 percent of Norwegian respondents use AI in ways that contravene workplace policies and guidelines. Furthermore, nearly half (48 percent) admit to using AI at work in "inappropriate ways," highlighting the urgent need for formal frameworks to replace unsanctioned use.
The Productivity Trap
The report confirms a trend we often discuss at DIG: AI is currently a tool for the individual, not yet the organization.
- Individual over Integrated: Most firms are still in an "explorer" phase, where AI is used for ad-hoc tasks like text generation or coding.
- The "Crucial" Gap: Only 4% of companies describe AI as "crucial" to their business model or core operations.
- Fragmented Gains: While 60% report increased productivity, many admit this has not yet translated into the bottom line through increased revenue or reduced costs.
Reflections: From Tools to Transformation
This leads to a critical reflection that most remain on the bottom steps of the AI staircase. As the report indicates, the real value, and the true competitive advantage, is currently concentrated among the "Frontrunners" (19% of firms). These are the organizations that do no just "use" AI, but integrate it into their core work processes to create new products and services.
Individual efficiency is a vital starting point, but it will not solve the long-term labor shortages Norway faces on its own. To build lasting value in 2026, we must move beyond "Shadow AI" and fragmented testing. We need strategic integration. The challenge for leadership today is not just to allow AI, but to orchestrate it in a way that fundamentally strengthens the organization’s competitiveness.