MJFResearch
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Research

What our approach
is based on.

We don’t work by gut feeling. Here you will find the studies and figures we rely on – prepared clearly and with sources to read further.

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26%

of companies in Germany use AI[1]

72%

cite lack of knowledge as a hurdle[2]

−40%

time spent on writing tasks with AI[4]

6×

as likely to be engaged when using strengths daily[7]

The situation in Germany

AI has arrived – but is still rare in mid-sized companies.

Large companies use AI more than twice as often as small ones. And those who hesitate rarely do so for technical reasons.

Companies using AI[1]

Share by company size, Germany 2025, in percent

  • All companies26%
  • 10–49 employees23%
  • 50–249 employees36%
  • 250 or more employees57%

20 → 36%

AI use at companies with 20+ employees, within one year[3]

47%

are planning or discussing its use[3]

Why companies don’t adopt AI[2]

Companies that considered but did not use AI, 2025, multiple answers possible

  • Lack of knowledge72%
  • Unclear legal consequences62%
  • Data protection concerns60%
  • Incompatible with existing systems45%
  • Data missing or of poor quality44%
  • Costs too high32%
  • Ethical concerns23%
  • Not useful18%

What we conclude: The biggest hurdles are knowledge, law and data protection – not the technology. This is exactly the work we take off our customers’ hands.

What AI does at work

Faster at routine. But not without people.

Two widely noted studies have used controlled comparisons to measure what AI support changes in everyday work.

Science, 2023

Professionals’ writing tasks[4]

Randomised experiment with several hundred professionals, including from marketing, HR, consulting and data analysis. Half were allowed to use ChatGPT.

Time required
−40%
Time required
Quality of results
+18%
Quality of results
Without AI
With AI

For our approach: Recurring writing and routine work can be speeded up considerably – without loss of quality.

Quarterly Journal of Economics, 2025

Customer service in live operation[5]

Over 5,000 customer service employees at a software provider, gradually equipped with an AI assistant.

enquiries resolved per hour
+14%
enquiries resolved per hour
among new and less experienced employees
+34%
among new and less experienced employees

The most experienced employees barely got faster, and their quality fell slightly. Experience cannot be automated.

For our approach: Routine to systems, judgement to people. That is why specialists review at our company, and you decide what is your decision.

Why people stay at the centre

People who use their strengths enjoy their work more.

The time gained is most valuable where people can do what they are good at. Research on strengths and satisfaction shows this.

Journal of Happiness Studies, 2013

Strengths at work[6]

Two University of Zurich studies with employees from different professions: how many of their personal strengths can they use in their job?

enjoyment, engagement and meaning at work
more
enjoyment, engagement and meaning at work
job satisfaction
higher
job satisfaction

For our approach: We free teams from routine so they have more time for tasks that match their strengths.

6×

as likely to be engaged when using strengths daily[7]

3×

as likely to report an excellent quality of life[7]

10%

of employees in Germany feel closely attached to their employer, 77% only weakly[8]

The potential

A lot of working time goes into routine.

60–70%

of working time goes to activities that today’s tools could technically take over or support.[9]

A theoretical potential, not a promise. How much of it makes sense in your company is something we clarify in the analysis.

From research to approach

What this means for our work.

  • Finding

    Lack of knowledge is the biggest hurdle.

    Our approach

    You don’t need to know anything: we bring the know-how and take your team along step by step.

  • Finding

    Law and data protection hold back many projects.

    Our approach

    We consider legal requirements from the very start, work in compliance with the GDPR and host in the EU.

  • Finding

    AI speeds up routine, experienced staff barely benefit.

    Our approach

    We only automate what follows clear rules. Assessing and deciding stay with people.

  • Finding

    Using strengths increases satisfaction.

    Our approach

    We take boring routine off your team’s hands, leaving time for the work it is good at.

Sources

Further reading.

We cite published studies and official statistics. Results from individual studies cannot be applied one-to-one to every company.

  1. [1] Federal Statistical Office of Germany (Destatis): Enterprises using artificial intelligence technologies, by number of employees, ICT survey 2025 (enterprises with 10 or more employees), as of 24 November 2025. In German. www.destatis.de/DE/Themen/Branchen-Unternehmen/Unternehmen/IKT-in-Unternehmen-IKT-Branche/Tabellen/ikti-unternehmen-kuenstliche-intelligenz.html
  2. [2] Federal Statistical Office of Germany (Destatis): Reasons against using artificial intelligence technologies, ICT survey 2025 (enterprises that considered AI but did not use it). In German. www.destatis.de/DE/Themen/Branchen-Unternehmen/Unternehmen/IKT-in-Unternehmen-IKT-Branche/Tabellen/ikti-gegen-nutzung-kuenstliche-intelligenz.html
  3. [3] Bitkom: Durchbruch bei Künstlicher Intelligenz (Breakthrough in artificial intelligence), press release of 15 September 2025 (representative survey of 604 companies with 20 or more employees). In German. www.bitkom.org/Presse/Presseinformation/Durchbruch-Kuenstliche-Intelligenz
  4. [4] Noy, S. & Zhang, W. (2023): Experimental evidence on the productivity effects of generative artificial intelligence. Science 381, 187–192. doi.org/10.1126/science.adh2586
  5. [5] Brynjolfsson, E., Li, D. & Raymond, L. (2023): Generative AI at Work. NBER Working Paper 31161; published in the Quarterly Journal of Economics 140(2), 2025. www.nber.org/papers/w31161
  6. [6] Harzer, C. & Ruch, W. (2013): The Application of Signature Character Strengths and Positive Experiences at Work. Journal of Happiness Studies 14, 965–983. ideas.repec.org/a/spr/jhappi/v14y2013i3p965-983.html
  7. [7] Gallup: CliftonStrengths – people who use their strengths every day are six times as likely to be engaged and more than three times as likely to report an excellent quality of life. www.gallup.com/learning/certification/en/2068013/profile.aspx
  8. [8] Gallup Engagement Index Germany 2025, reported by Deutsche Handwerks Zeitung on 17 June 2026. In German. www.deutsche-handwerks-zeitung.de/?p=376335
  9. [9] McKinsey Global Institute (2023): The economic potential of generative AI – The next productivity frontier. www.mckinsey.com/mgi/our-research/the-economic-potential-of-generative-ai-the-next-productivity-frontier