Why Ometz Partners
Most of what is sold to leadership teams about AI is noise: adoption is near universal, measured returns are rare, and the market of tools grows faster than anyone can evaluate. We built Ometz Partners around five commitments that make the signal findable, and that you can hold us to.
Human judgment
The person you meet in scoping leads the Diagnostic, runs the program and reports against the targets agreed at the start. There is no handoff to a delivery team you have not met, and no junior bench learning on your time.
Five commitments
01
The person you meet in scoping leads the Diagnostic, runs the program and reports against the targets agreed at the start. There is no handoff to a delivery team you have not met, and no junior bench learning on your time.
That is the structural difference from the large strategy firms, whose standard of rigor we hold ourselves to. Rigor is the method; accountability is who stays in the room.
02
The Performance Diagnostic is a plain fixed fee, agreed in writing before work starts. It ends with a baseline from your own systems, three improvement plays each sized and priced with its value, cost and risk, and a 90-day plan. The findings are yours whether or not we continue.
We publish engagement models, never a rate card, and no fee, credit or promotional term appears on this site. If the Diagnostic shows a program will not pay back, we say so and do not propose it.
03
Every program is measured against the baseline set in the Diagnostic. Where the work allows, we put part of our fee at risk against the targets we agree with you. If those measures do not move, that part is not invoiced. A plan we would not be paid on is not a plan we should sell.
The mechanics are set per proposal and never published: each measure, its data source and its time window are written down, tied to operating metrics rather than to investment returns.
04
We are technology agnostic. We recommend tools on fit and cost, build on the systems you already run where they work, and tell you when the answer is not new software. Where we resell a product or receive a referral fee, we tell you before you decide, and we show you the alternatives we considered.
The Technology Strategy & Deployment program runs that discipline as a cycle: map needs, match tools on fit, cost and risk, deploy, and review the stack every quarter. No vendor or partner badges appear anywhere on this site.
05
Progress is reported from the baseline the Diagnostic set, from sources you can audit, in the format your board or sponsor already uses. The figures on this site are cited market benchmarks and are never presented as client results.
We publish no client numbers, case-study figures, logos or testimonials, for any client, past or present. What we publish instead is the method, and the research that shows why the method matters.
What the 2026 research says
The same pattern shows up in every major 2026 survey: nearly every company uses AI, most CEOs now own the decision, and only a small minority can show the result in earnings. The gap is not the technology. It is baselines, owners, measures and the discipline to say no to the tools that do not fit.
Returns, in published numbers
37%
of organizations surveyed can attribute any EBIT impact to their AI use, while 88% now use AI in at least one business function
McKinsey, The State of AI: Global Survey 2026 (1,719 respondents, published August 2026) (2026)
6%
of organizations surveyed qualify as AI high performers, attributing 5% or more of EBIT to AI, a share unchanged from 2025
McKinsey, The State of AI: Global Survey 2026 (1,719 respondents, published August 2026) (2026)
56%
of CEOs say their companies realized neither higher revenues nor lower costs from AI investments in the past twelve months; one in eight report both
PwC, 29th Global CEO Survey (more than 4,000 CEOs, 95 countries and territories) (2026)
22%
of organizations have scaled AI across multiple business units or adopted an AI-first approach, while 85% of functional leaders plan to raise AI spending
Figures are third-party market benchmarks from the cited sources, not Ometz Partners client results. We share them so you can size the problem before we ever talk.
The CEO's seat, in published numbers
72%
of CEOs say they are the main decision maker on AI in their organization, twice the share of a year earlier
BCG, AI Radar 2026 (2,360 executives including 640 CEOs, 16 markets), January 2026 (2026)
80%
of CEOs expect AI to force a high or medium degree of change to their operational capabilities
Gartner CEO and Senior Business Executive Survey (469 respondents, to Q4 2025), 23 April 2026 (2026)
42%
of CEOs name whether they are transforming fast enough to keep pace with technological change, including AI, as their top concern
PwC, 29th Global CEO Survey (more than 4,000 CEOs, 95 countries and territories) (2026)
76%
of organizations now have a Chief AI Officer, up from 26% a year earlier
Figures are third-party market benchmarks from the cited sources, not Ometz Partners client results. We share them so you can size the problem before we ever talk.
What CEOs say
In IBM's 2026 study of two thousand CEOs, 83% say AI success depends more on people's adoption than on the technology, while a quarter of their workforce uses AI regularly. The chief executives quoted below are not Ometz clients; their words come from the published study.
IBM Institute for Business Value, 2026 CEO Study (2,000 CEOs, 33 geographies)“AI needs to be embedded into how we operate.”
“It's not laying AI on top of your existing tools and services.”
“You can't forecast every disruption, but you can prepare.”
How we answer that
Next step
Tell us the question you want answered. A partner replies in writing with whether a Performance Diagnostic is the right first step, and says so if it is not.