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Perpetual Asset Management is a leading multi-boutique investment manager catering to the needs of institutional and professional clients across Europe, Asia, and the UK. Follow this channel for the latest from Perpetual Group: product news, expert perspectives, and updates from the team.

8 episodesVisit website ↗
Channel Brief·Perpetual Group · 8 episodes
Updated Jun 20, 2026

Enterprise AI scales only when strategy, not pilots, drives adoption

Perpetual Group examines how organizations move AI from experimentation to production, grounded in market data and real investment, hospitality, and asset management case studies.

Perpetual Group's core argument is that enterprise AI adoption fails not because of technology but because of organizational siloing and lack of unified strategy. The channel proves this by citing CompTIA data showing 45% of firms remain in exploration phase, then illustrating how successful organizations—from asset managers to hospitality brands—succeed by aligning AI initiatives across departments and customer-facing strategy rather than running isolated experiments.

Drawn from Enterprise AI adoption shifts from pilot proje… and 3 more →

“An orchestra where every section plays a different song: marketing's AI experiments deliver real isolated value, operations has its own drumbeat, and IT runs a separate initiative.”

Episode 1: Enterprise AI adoption shifts from pilot projects to core business strategy

By the numbers

45%

of firms stuck in AI exploration phase, not production

$55B

Assets managed by Barrow Hanley across equity and credit

10.4%

Travel and tourism share of global GDP, pre-pandemic and post-recovery

$9.2M

Series A funding raised by Vector Flow from Mayfield Fund and Foundation Capital

What the channel argues

Data45% of enterprises remain in AI exploration phase, widening the gap between experimentation and production deployment.→
DataBarrow Hanley manages $55 billion in assets across public equity and credit markets using in-house expertise.→
DataTravel and tourism rebounded to 10.4% of global GDP post-pandemic, but traveler expectations for authenticity shifted permanently.→
InsightAI scaling fails when marketing, operations, and IT run separate initiatives rather than unified strategy.→
InsightInvestment management requires balancing bottom-up and top-down analysis to navigate market volatility strategically.→

What you'll learn

•Why most AI pilots never reach production: organizational siloing prevents cross-functional alignment needed for scale.
•How asset managers like Barrow Hanley leverage in-house equity expertise to compete in credit markets.
•Why post-pandemic hospitality brands must prioritize authenticity and transparency over polished marketing to meet changed traveler expectations.
•How leveraged credit can diversify portfolios when incorporated with calculated risk assessment rather than applied indiscriminately.

What to do about it

→Audit your enterprise AI initiatives to identify siloed experiments and consolidate under unified cross-departmental strategy.
→If using leveraged credit for portfolio diversification, conduct explicit risk assessment of volatility introduced by leverage before allocation.
→For hospitality and travel brands, shift messaging from polished campaigns to lived-in, transparent storytelling that matches customer demand for authenticity.

Who and what shows up

Barrow Hanley Global Investors

Asset manager

$55 billion asset manager that leverages in-house equity expertise to distinguish itself in credit markets through deep industry and management team knowledge.

Scott Eddy

Hospitality brand strategist and travel influencer

Transitioned from Wall Street to become candid voice on how hospitality brands must embrace authenticity and unfiltered messaging to meet post-pandemic traveler expectations.

CompTIA

IT industry association

Cited data showing 45% of firms remain in exploration phase of AI adoption, establishing the scale of the gap between experimentation and production.

Questions this channel answers

Q

Why do most enterprise AI pilots never reach production?

Because organizations run isolated experiments in separate departments rather than aligning AI adoption under unified core business strategy. CompTIA data shows 45% of firms remain in exploration phase, indicating structural inability to scale beyond proof-of-concept.

Enterprise AI adoption shifts from pilot projects to cor… →
Q

How do asset managers distinguish themselves in competitive markets?

By mastering intricate market dynamics and leveraging specialized expertise. Barrow Hanley, managing $55 billion in assets, sets itself apart by using in-house equity expertise to understand industries and management teams, gaining advantage in credit management.

Navigating the Intricacies of Asset Management: An Insid… →
Q

What do post-pandemic travelers now expect from hospitality brands?

Authenticity, immediacy, and transparency rather than polished marketing campaigns. Travel and tourism has rebounded to 10.4% of global GDP, but travelers now demand lived-in stories and voices they can trust.

From Wall Street to World Travel: Scott Eddy’s Journey t… →
Q

Can leveraged credit strengthen portfolio returns for risk-averse investors?

Yes, but only through strategic incorporation with explicit risk assessment. Leveraged credit represents an asymmetrical trade-off where maximum gain is dictated by coupon and payout, requiring calculated decision-making about volatility introduced by leverage.

Proactive Strategies for Portfolio Diversification: Harn… →
Topics:Enterprise AI scaling and production readinessAsset management and leveraged creditHospitality brand strategy and authenticityPortfolio diversification and risk managementPhysical security automation
Themes:Strategic alignment determines technology success, not technology itselfAuthenticity and transparency now drive customer trust in experience-driven industriesBottom-up and top-down thinking balance risk and opportunity in complex markets

Industry context

Organizations increasingly recognize that technology adoption requires strategic alignment with business objectives and organizational readiness, not technology capability alone. Strategic clarity and internal alignment emerge as critical barriers to successful digital transformation across industries.

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