
The disconnect between AI hype and real‑world performance signals that retailers may overestimate short‑term ROI, prompting investors and leaders to reassess deployment strategies.
Retail executives are increasingly citing artificial intelligence in boardroom decks, yet a new NBER working paper reveals that the technology’s operational footprint remains shallow. The study, which surveyed nearly 6,000 senior leaders across four major economies, found that while seven‑in‑ten retailers have deployed AI tools, more than four‑fifths report no discernible effect on workforce size or output. This paradox reflects a broader industry trend where AI is mentioned as a strategic priority but rarely translates into hard‑nosed performance metrics.
The modest impact stems partly from limited usage intensity. Executives average just 1.5 hours per week on AI applications, and a quarter admit they do not use the technology at all during a typical workweek. Most deployments are confined to peripheral tasks—drafting copy, data analysis, or decision‑support—rather than reshaping core processes such as inventory management or supply‑chain orchestration. Integration hurdles, legacy system incompatibilities, and the need for extensive workflow redesign further blunt AI’s potential, leaving efficiency gains confined to isolated pockets rather than sweeping organizational change.
For retailers, the findings urge a recalibration of expectations and a focus on execution excellence. Companies that invest in robust data pipelines, cross‑functional change management, and scalable AI platforms are more likely to move beyond incremental benefits toward measurable productivity lifts. While executives forecast a 1.4% productivity uptick and a slight dip in hiring over the next three years, the path to those outcomes will require disciplined experimentation, talent upskilling, and a clear roadmap for embedding AI into the heart of retail operations.
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