2025STATEOFAIINFRASTRUCTUREREPORT

FLEXENTIAL

Tableofcontents

03Introduction

06Keyfindings

07Section1:TheAIroadmap

12Section2:Leadershipinfluence

16Section3:TheAIskillsgap

20Section4:Capacitychallenges

23Section5:Networkingandsecurityconcerns

28Section6:Sustainabilitypressure

31Conclusion

32Methodology

33References

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2025STATEOFAIINFRASTRUCTUREREPORT

INTRODUCTION

CompaniesseetheuseofAIasessentialtostayingcompetitive,buthavetheybuilttherightsystemsandprocessestomanagethedemandsthatcomewithit?

AIisnolongeratentativeortemporaryexperimentformostorganizations.Ithas

becomeafundamentalpartofbusinessoperations,shapingstrategy,decision-making,andinnovation.ButwhileAI'spresenceisexpanding,soareitscomplexities.

ForoursecondannualStateofAIInfrastructureReport,wesurveyedover350ITleadersatcompanies

withmorethan$100millioninannualrevenue—including100respondentsfromorganizationsexceeding$2billion—tounderstandhowbusinessesareimplementingAIandhowit'saffectingtheirITinfrastructure.

What'sclearisthatcompaniesareincreasinglyinvestinginAItechnologiesandexpecttoseemeasurablereturnsinshortorder.Ninein10companies(90%)aredeployingorplanningtodeploygenerativeAI,andmorethanhalfofrespondentsareusingitforpredictiveanalytics,cybersecurity,autonomoussystems,computervision,ornaturallanguageprocessing(NLP)-basedapplications[Fig.1].

FIG.1

WhattypesofAI/MLusecasesareyoudeployingorplanningtodeploy?

90%69%62%60%57%50%

Computervision

(e.g.,imagerecognition,qualityassurance)

NLP-basedapplications

(e.g.,audio/voice

recognition,transcription,

sentimentanalysis)

GenerativeAI

(e.g.,content

generation,code

suggestions,chatbots)

Predictiveanalytics

(e.g.,forecasting,anomalydetection)

Autonomoussystems

(e.g.,robotics,self-driving

technology,process

automation)

AI-drivencybersecurity

(e.g.,threatdetection,

fraudprevention,

anomalydetectionin

securitylogs)

4

2025STATEOFAIINFRASTRUCTUREREPORTFLEXENTIAL

FIG.3

WhichofthefollowingbestdescribesyourattitudetowardtheimplementationofAIapplicationsandinitiativesinyourorganization?

Only5%oforganizationsdescribetheirAIadoptionasnascent(downfrom10%ayearago),andoptimismaboutAI'suseremainshigh—three-quarters(75%)ofITleadersexpressexcitementaboutAI'sroleintheirorganizations

Excited

75%

[Fig.2and3].However,thenumberofrespondentsfeelingoverwhelmedbyAI'simplementationhasmorethandoubledsincelastyear,from12%to29%[Fig.3].

Inaddition,planningaheadhasbecomeessential.Mostorganizations(62%)are

Proud

55%

FIG.2

Inspired

Whichofthefollowingbestdescribesthestateofartificialintelligence(AI)atyourorganization?

Overwhelmed

29%

Nervous

47%

32%

LeadingEdge

We’reinnovatingnew

waystouseAIinour

applications

36%

Mature

AIisnativelyintegrated

intoourapplications

whereitmakessense

28%

Emerging

Wearescalingthe

useofAIinour

applications

13%

0%

N/A

WedonotuseAIatour

organizationandhaveno

planstodoso

5%

Nascent

Apathetic

Wearejustbeginning

12%

tointegrateAIintoour

applications

Uncertain

10%

2025STATEOFAIINFRASTRUCTUREREPORT

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Inaddition,planningaheadhasbecomeessential.Mostorganizations(62%)aremappingouttheirITinfrastructureanddatacentercapacityneedsonetothreeyearsinadvance,withanother17%lookingthree

tofiveyearsahead.Despitethetighttimelinesandrisingdemands,

94%ofrespondentsexpressedconfidenceintheirplanningprocess.Evenamongthosewithlessthanaone-yearhorizon,asurprising70%

saidtheyfeelwellpreparedtomeetfutureinfrastructurerequirementsthoughvacancyratesareatarecord-low.

Clearly,whilecompaniesseeAI'svalue,theyarealsograppling

withitsdemands—thatshownosignofslowing—andwillneedtoplanaccordingly.

Fivebiggesttakeaways

WhileorganizationsarebullishonAIand

increasingtheirsupportinginvestments,theyalso:

1

Expectrapidfinancialreturns

onAIspending

2

Strugglewithinfrastructureconstraintsthathinderexpansion

3

FacegrowingskillsshortagesinAIimplementation

4

Relyoninadequatedatacenterplanningcycles

5

Encounternetworkperformance

andsecurityissuesthatlimitscalability

2025STATEOFAIINFRASTRUCTUREREPORT

FLEXENTIAL6

53%

71%

53%,81%

-

-

.

,

-a.

70%

44%

.

,

.

.

62%

33%

,

.

86%

53%

61%

.

.

,

a.

2025STATEOFAIINFRASTRUCTUREREPORT

FLEXENTIAL7

SECTION1:THEAIROADMAP

-

a

-

,,.

Justlastyear,AIadoptionwithinorganizationswasstilllargelyexploratory,withleadershipweighingitspotentialagainst

implementationchallenges.

.

-

.

a

-

.

.

..a

-

,.

ofrespondentscreditedtheC-suitewithleadingAIadoption

81%

FIG.4

Whichofthefollowinggroupsorindividualsarethedrivingforcebehindyourorganization’sdecisiontoadoptAI-drivenapplications?

81%

34%

33%

26%

19%

13%

46%

C-Suite

Board

Competitors

(i.e.weneedtokeepupwithourindustry)

Our

employees

Myself

(ITleaders)

Thegeneralpublic

Our

customers

8

2025STATEOFAIINFRASTRUCTUREREPORTFLEXENTIAL

FIG.6

Whendoesyourorganizationexpecttogenerate

measurablefinancialbenefitsfromitsAIinvestments?

AIspendingreflectsgrowingimportance

AIinvestmentaccountsforanincreasingportionofITbudgets.Sevenin10

respondentssaidtheirorganizationallocatesatleast10%ofitsITspendingto

AI-drivensoftware,hardware,andnetworking.Aquarterarededicatingmorethan20%oftheirbudgetstoAIinitiatives,underscoringthetechnology’simportance

tolong-termgrowth[Fig.5].

21%

51%

23%

5%

arealready

benefits

We

seeingfinancial

Billionsarealreadybeinginvestedinnext-generationdatacenters,cloud

infrastructure,andAI-specifichardware.Withsomuchcapitalatstake,investors

andboardsexpectquickfinancialpayoffstojustifytheseexpenses.Morethanhalf(51%)oforganizationsanticipatemeasurablefinancialbenefitswithinthenextyear,

andanother23%expectitwithinonetothreeyears[Fig.6].

Within

thenextyear

TheseexpectationsalignwithhowcompaniesdefineAI’ssuccess:58%measuretheROIofAIinitiativesintermsofrevenuegrowthandmarketshare,while50%

prioritizecostreductionandoperationalefficiency.Andwhencompaniesusing

generativeAIarereportinganaverageROIof$3.70foreverydollarspent,1it’sclearwhyC-suiteleadersareincreasinglycommittingtoAI[Fig.7].

three

years

Inoneto

FIG.5

Inthreetofiveyears

ApproximatelywhatpercentageofyourtotalITbudgetisallocatedtoAIinitiatives(software,hardware,andnetworking)?

Morethan20%

25%

Morethanfive

from

years

now

0%

10-20%

45%

5-10%

23%

Wedo

generatedirectfinancial

notexpectAIto

returns

0%

Lessthan5%

7%

2025STATEOFAIINFRASTRUCTUREREPORTFLEXENTIAL9

FIG.7

Howdoyoumeasurethereturnoninvestment(ROI)ofyourAIinitiatives?

50%

Costreduction/

operationalefficiency

47%

Customersatisfaction

metrics(NetPromoter

Score,churnrate)

40%

Timetomarket

orprocess

improvement

0%

Wedon’tformally

measureROIfor

AIinitiatives

35%

Intangiblebenefits

(brandreputation,customerloyalty)

26%

Monetization

(creatingnewrevenue

streamsfrom

20%

Employeeproductivity

andaugmentation

improvement

58%

Revenuegrowthorincreased

marketshare

AI-generatedinsights)

Competitivepressure,marketforcesaccelerateAIadoption

FIG.8

Towhatextentdoexternalforces,including

mediacoverage,industrytrends,andtechnology

breakthroughs,influenceinternalstakeholdersupportorexecutivebuy-inforAIprojects?

Significantly—Externalforcesareaprimarydriverofsupportanddecision-making.

AIadoptionisnothappeninginisolation.Companiesareunderincreasingpressurefrom

competitors,investors,andmarketdynamicsthatrewardefficiencyandprofitability.Plus,techgiantslikeMicrosoft,Google,andOpenAIareinvestingbillionsintoAI-poweredproductsand

services,settinghighexpectationsforadoption.BusinessesthathesitateriskfallingbehindothersthatarealreadycapitalizingonAI-drivengains.

Hypeandsuccessstoriesfueladoption.Asignificant92%oforganizationsacknowledgethat

mediacoverage,industrytrends,andtechnologicalbreakthroughsinfluenceexecutivebuy-in

30%

forAIprojects[Fig.8].High-profilesuccessstories—suchasWalmart’suseoflargelanguage

models(LLMs)tooptimizeproductdata—demonstrateAI’simpactonefficiencyandcustomer

experience.2WhenindustryleadersshowcaseAI-drivenimprovements,itsetsnewbenchmarks

Moderately—Thesefactorsareinfluential,but

internalassessmentsandstrategiesaremorepivotal.

62%

forsuccessandcompelsotherstoinvest.Executivesfeelpressuredtokeeppacetoavoidmissingoutonmarketopportunities.

Atthesametime,financialmarketsrewardcompaniesthatcandemonstrateearlywins.

Minimally—Whileawareofexternalinfluences,decisionsarepredominantlybasedoninternalevaluations.

8%

InvestorsexpectAIinvestmentstotranslateintorevenuegainsandcostreductions.CompanieslikeDeepSeek,whichdevelopedatop-performingreasoningmodel3withsignificantlylessfunding(thoughpotentiallybycuttingcorners),4highlightAI’sabilitytodriveefficiencyatalowercost.

Notatall—Webaseourdecisionsstrictlyoninternal

criteriaandstrategicgoals,independentofexternalforces.

1%

Organizationsthatcandelivermeasurableresultsthroughautomation,data-drivendecision-making,orenhancedcustomerinteractionsarebetterpositionedtosecurecontinuedfundingandexecutivesupport.

10

2025STATEOFAIINFRASTRUCTUREREPORTFLEXENTIAL

ITinfrastructureconstraintsposethebiggestchallenge

FIG.9

Whichofthefollowingrepresentsthegreatestbarriertoexpandingyourorganization’sAIinitiatives?

WhileenthusiasmforAIadoptionishigh,implementationisnotwithoutchallenges.ITinfrastructureconstraintsarethesinglegreatestbarriertoscalingAIinitiatives,cited

by44%oforganizations[Fig.9].AIworkloadsdemandsignificantcomputationalpower,

andmanylegacysystemsarenotbuilttosupporthigh-densityprocessing.

ITInfrastructureconstraints

Datacenters,cloudcapacity,andnetworkingmustallevolvetomeetAI’sincreasing

44%

34%

10%

7%

5%

requirements.Organizationsrecognizetheselimitationsbutviewthemassolvable—notbyfixingeverythingin-house,butbyturningtopartnersthatofferaccesstoscalablepower,advancedcooling,high-densitycapacity,andpurpose-builtfacilities.Strategicinvestmentsinnext-generationdatacenters,hybridcloudenvironments,andcolocationsolutionsareseenasnecessarystepstounlockAI’sfullpotential.

Securityorcomplianceconcerns

Securityandcomplianceconcernsalsoremainachallenge.AsAIadoptiongrows,

sodoconcernsoverdataprivacy,regulatoryalignment,andmodelgovernance.

ExecutivesneedclearframeworkstoensureAIsystemsoperatewithinethicalandlegal

boundaries.Withouttheseassurances,scalingAIinitiativeswillbedifficult.

Lackofskilledstaff

AI’smomentumcontinuestobuild

Withstrongexecutivebuy-in,risinginvestmentlevels,andclearbusinessoutcomes,AIhasbecomeacompetitivenecessity.TherapidpaceofAIinnovationand

thesuccessstoriesemergingacrossindustries,includingfinancialservices(AI

Lackofexecutiveand/orboardsupport

transcriptionsavesfinancialadvisers10to15hourseachweek),5miningcompanies(automatingadministrativetaskssaves2,200hoursamonth),6publicrelationsfirms(productivityisup10.2%),7andhealthcare(saving11,000nursinghoursandnearly$800,000),8arereinforcingconfidenceinitsabilitytodrivetangibleresults.

Lackofbudget

AIinvestmentsarealsoresonatingwithconsumers,whoexpectpersonalizedoffersandround-the-clocksupport.Tomeetthesedemands,businessesareleveragingAItoanalyzevastdatasetsanddeliveractionableinsightsatascalebeyondhumancapacity.

OrganizationsthathaveintegratedAIintotheiroperationsareseeingmeasurable

gainsinefficiencyandprofitability.ButasAIadoptionaccelerates,executives’focusisshiftingfromprovingAI’svaluetoensuringtheircompanydoesn’tfallbehind.

2025STATEOFAIINFRASTRUCTUREREPORT

FLEXENTIAL11

1

2

C-suitenowspearheadinginvestmentdecisions

infrastructureconstraintsastheprimarybarriertoAIexpansion,

.

.

-

-

.

.

1%

2025STATEOFAIINFRASTRUCTUREREPORT

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SECTION2:LEADERSHIPINFLUENCE

ExecutivesgrowmoreconfidentinAIroadmapsasinvestmentspayoff

Atthesametime,AItools—particularlygenerativeAI—havedemonstratedimmediatevalue.BusinessadoptionofgenerativeAIjumpedfrom55%in2023to75%lastyear.Thathasfueledemployeeuse:ThepercentageofprofessionalsusingAItoolsatleastweeklyjumpedfrom20%inJuly202310to30%inlate2024.11

Ayearago,justoverhalf(53%)ofexecutiveswere

confidenttheircompanycouldexecuteitsAIroadmap.

Today,thatnumberhasincreasedfrom34%to71%,signalingashiftfromcautiousexplorationtofull-scaledeployment[Fig.10].

Severalfactorsunderpinthisincreaseinconfidence.InvestmentinAIinfrastructure

hasaccelerated,withenterprisesspending$246billiononAIsolutionslastyear.9ThisbackingmeansmoredatacentersareoptimizedforAIworkloads,offeringenterprisesmorescalablecomputingpowerthaneverbefore.

FIG.10

Whichofthefollowingbestdescribesyourconfidencelevelinyourorganization’sabilitytoexecuteitsAIroadmap?

71%

I’mextremelyconfident

28%

I’msomewhatconfident

I’mnotveryconfident

0%

I’mnotatallconfident

13

2025STATEOFAIINFRASTRUCTUREREPORTFLEXENTIAL

FIG.11

WhatisthemostimpactfulconsequenceifyourorganizationdoesnotachievethegoalslaidoutinitsAIroadmap?

Wewilllosemarketsharetocompetitors

ThecompetitivestakesofAIexecution

28%

WhileconfidenceinAIhasgrown,sohavetheconsequencesoffallingbehind.

productsorservices

Wewillhavetodelaytimetomarketfornew

Amongexecutiveswesurveyed,28%citedlosingmarketshareasthemost

significantriskiftheyfailtomeettheirAIgoals.Another26%pointedtodelays

inbringingAI-drivenproductstomarket.Revenueconcernsarealsoprominent,

with17%identifyingfinancialunderperformanceasadirectconsequenceof

failingtoexecuteontheirAIstrategy[Fig.11].

TheurgencytodeployAIeffectivelyisalsoevidentinhowcompaniesmeasure

success.Asnoted,51%oforganizationsexpecttoseemeasurablefinancialbenefitsfromAIwithinthenextyear,and21%reportthattheyalreadyare.

TheseexpectationsindicatethatAIisnotbeingtreatedasanexperimentalinvestment.Itisexpectedtodeliverresultsquickly.Workforceconsiderationsfurtheramplifythepressuretoact:10%percentofrespondentsexpressed

concernaboutlosingemployeestocompetitorswithmoreadvancedAI

strategies,underscoringtheroleAIplaysintalentattractionandretention.

26%

Wewillnot

meetourrevenuetargets

17%

Werisknotbeingcompliantwith

regulations

12%

WewillloseemployeestocompanieswithmoreadvancedAIstrategies

10%

demands

Wewon’tbeabletomeetcustomer

7%

2025STATEOFAIINFRASTRUCTUREREPORT

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FIG.12

Whichareasarecoveredbyyour

organization’sAIgovernancepolicies?

Confidence,governancegohandinhand

a—

.

SecurityprotocolsforAIsystemsanddata

a

.

67%

.

a

.

,

,

.

-

-

..

a-

.

Dataprivacyanduserconsentmanagement58%TransparencyandexplainabilityofAIdecision-making58%BiasdetectionandmitigationinAImodels52%

.

.

Vendorriskmanagementforthird-partyAIsolutions

-

41%

.

ContinuousmonitoringandupdatingofAIsystemsandpolicies

.

29%

Wedonothavespecificgovernancemeasuresinplace

0%

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Keytakeaways

12

TherisksoffailingtomeetAIgoalshavebecomemore

Confidenceinorganizations’abilitytoexecutetheirAI

de?ned,withcompaniescitingmarketshareloss,delayed

roadmapshasgrownsignificantly,risingfrom53%to71%

producttimelines,andrevenueshortfallsaskeyconcerns.At

inoneyear,asbusinessesmovefromexperimentationto

thesametime,governancestrategiesarematuring,withmost

measurableresults.Thisshiftisdrivenbyincreasedinvestment

organizationsimplementingsecurity,transparency,andbias

inAIinfrastructure,strongergovernanceframeworks,andearly

mitigationpoliciestoensureresponsibleAIadoption.

financialreturnsfromAIdeployments.

2025STATEOFAIINFRASTRUCTUREREPORT

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SECTION3:THEAISKILLSGAP

WorkforceshortagesthreatenAIgrowthandbusinessinnovation

AsAIsystemsgrowmorecomplex,businessesarestruggling

tofindemployeeswiththeskillstomanagethem.

Only14%ofrespondentsbelievetheyhavetherightpeopleinplacetohelpthemmeettheirAIgoals,andworkforcelimitationshaveonlyworsenedinthepastyear.

Wefoundthat61%oforganizationsreportedskillsshortagesinmanagingspecializedcomputinginfrastructurethisyear,upfrom53%lastyear,highlightingtheincreasingstrainonITteamsasAIdeploymentsgrowinscale[Fig.13].

After39%ofcompaniesreportedshortagesindatascienceanddataengineeringroleslastyear,53%saidtheyhadencounteredthoseissuesthisyear.

Thesearecovetedrolesthatarenotbeingfilled.Inthelongrun,thislackofskilledworkerscanstallAIprojects—iftheyevengetoutofthesandbox.

FIG.13

14%

ofrespondentsbelievetheyhavetherightpeopleinplacetohelpthemmeettheirAIgoals,and

workforcelimitationshaveonlyworsenedinthepastyear.

Inthepastyear,hasyourorganizationencounteredskillsorstaffinggapsinanyofthefollowingareasrelatedtoAI?

61%

Managementof

specializedcomputing

infrastructure(e.g.,high-

densitycomputing)

53%

Datascienceordataengineering

47%

Managementof

advancednetworking

technologies

(e.g.,SDN,NFV)

47%

Cybersecurity

5%

N/A—Ourteam

hasnotencountered

skillsorstaffinggaps

inthepastyear

2025STATEOFAIINFRASTRUCTUREREPORT

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FIG.14

HowisyourorganizationtrainingemployeestoeffectivelyuseAIintheirroles?

ThecompetitivemarketforAItalent

63%

ThedemandforAItalentcontinuestogrow,creatingafiercelycompetitivehiringenvironment,particularlyinspecializedareassuchasdeeplearningandnaturallanguageprocessing.JobpostingsthatreferenceAIhaverisen21%annually

since2019,12yetthesupplyofskilledworkershasnotkeptpace.

NearlyoneinfourU.S.techjobspostedearlythisyearindicateaneedfor

employeeswithAIskills,13butcompetitionforAIexpertiseextendsbeyond

traditionaltechfirms.

Companiesarepullingoutallthestopstowinoverthelimitedcandidates.

Compensationhassurged11%peryear,14withcompaniesofferingsubstantial

salaries,bonuses,andstockoptionstosecuretoptalent.Remoteworkisanotherlureemployerscanusetoexpandtheirtalentpoolandattracttalentedindividualsfromaroundtheworld.

ImplementingAI-assistedtoolswithembeddedguidance/training

62%

Providingin-houseAItrainingprograms

59%

Addressingtheskillsgapwithtargetedtraining

OfferingexternalAIcoursesorcertifications

Despitethesechallenges,organizationsbelievetheycanclosethetalentgap

55%

internally.BusinessesaretrainingemployeesbyinvestinginAI-assistedtools,internalupskillingprograms,andexternalcertificationcourses.Notably,wefoundthat63%oforganizationsnowimplementAItoolswithtrainingbuiltintohelpemployeesdevelopskillsinapracticalcontext,while62%offerstructuredin-houseAItrainingprograms[Fig.14].

However,theneedforretrainingextendsbeyondtechnicalskills.ThemismatchbetweenAIinitiativesandworkforcecapabilitiesisevident,with36%of

companiesreportingthattheystruggletoalignstaffwithevolvingAIdemands.ThepaceofinnovationinAImeansthatevenexperiencedprofessionalsmustcontinuouslyupdatetheirskills.

Unfortunately,duetoincreasedorchangingworkloads,employeesmaynothavetimeforadequateupskilling.Nordoeseveryonereceivethesameopportunity

toupleveltheirAIskills:71%ofAI-skilledworkersaremen,andonly22%ofbabyboomersreceivetraining.15UnlessorganizationsbroadenwhotheytrainandhireinAI,theywillonlyexacerbatetalentshortages.

Conductinghands-onworkshopsandpilotprojects

26%

Encouragingself-pacedlearningthroughonlineresources

0%

Noformaltraining;employees

areexpectedtolearnontheirown

AIINFRASTRUCTUREREPORTFLEXENTIAL

18

Thefutureofworkforcedevelopment

Whenacompanycan’thireenoughAIspecialists,thefewskilledemployeesonstaffmayendupfeelinglikethey’restretchedtoothin.Teamslacking

sufficientexpertisemayhavetomaintaincomplexAIsystemswithtoo

fewhands,ormembersmayjuggleacomplexworkload.Theseskillsgapsthencanhaveotherrepercussionsastheymayhurtjobperformance

andfuelburnout.

EffortstoavoidthisoutcomehavegivenrisetoanotherimplementationofAI.CompaniesareexploringautomationintalentmanagementbyusingAItoolstooptimizerecruitment,predictworkforceneeds,andpersonalizetrainingprogramstoattempttomitigatethegap.

Theseconstraintshighlightwhybusinessesareprioritizingworkforcedevelopment,evenashiringconditionsshift.Withoutenoughskilled

workers,companiesmaystruggletorealizeAI’sfullpotential.

2025STATEOFAIINFRASTRUCTUREREPORT

FLEXENTIAL19

Keytakeaways

1

2

TheAItalentshortageisoneofthebiggestbarriersto

CompaniesarerelyingonamixofAI-assistedtools,in-house

adoption,withorganizationsstrugglingtofindemployees

programs,andexternalcertificationstotrainemployees,but

whohavethespecializedskillsneededtosupportAI

initiatives.Shortfallsininfrastructuremanagement,data

gapsremain,especiallyasAIevolvesfasterthantraditionaleducationcankeepup.Withoutsustainedinvestmentin

science,andcybersecurityaregrowing,makingitharder

workforcedevelopment,businessesriskdelays,inefficiencies,

forbusinessestoscaleAIeffectively.

FPO

andunderutilizedAIinfrastructure.

6%

2025STATEOFAIINFRASTRUCTUREREPORTFLEXENTIAL20

SECTION4:CAPACITYCHALLENGES

AIexpansion,limitedcapacityforceenterprisestorethinkdatacenterinfrastructureplanning

Securingdatacentercapacityhasbecomearaceagainsttime.

Organizationsareencounteringamarketwheredemandcontinuestooutstripsupply,powerconstraintsthreatenexpansion,andtraditional18-to24-monthplanningcyclesareprovinginadequate.Theshiftisparticularlyurgentfor

enterprisesrelyingonAI-drivenworkloads,wherefailuretosecureinfrastructurewellinadvancecouldleavethemwithouttheresourcestoscale.

Yet,despiteclearmarketindicators,nearlyallrespondents(94%)expressed

confidenceintheirplanningprocess[Fig.15].The17%ofrespondentslooking

threetofiveyearsaheadareinthestrongestpositiontosecurecapacity,whilethe

62%whoplantheirneedsonetothreeyearsaheadfacemorecompetitionand