UK’s AI Strategy Needs To Match The Clarity And Courage Of Silicon Valley

AI is reshaping industries, governments, and global competition, but not every country approaches it the same way.

While the United States is surging ahead with bold, market-driven deployment, the United Kingdom is treading more cautiously.

And according to leading business expert James Disney May, that could prove pivotal.

He said: “We’re standing at a crossroads. This isn’t just about adopting a new technology – it’s about choosing a national trajectory. The decisions we make now will define the UK’s role in the global AI economy for the next decade.”

Here James shares his take on what the UK can learn from the US, and what it risks if it doesn’t adapt.

Mindset Over Models

“The real gap between the US and UK on AI isn’t about capability. It’s about mindset. While US companies treat AI as a strategic imperative, UK firms remain hesitant, too often waiting for perfect conditions.

This hesitation, James argues, comes at a cost. “The Americans aren’t waiting. According to McKinsey, 78% of US organisations already use AI in at least one business function. In contrast, Forbes data shows a more nuanced picture in the UK, with 20% of businesses reporting current adoption and a further 32% planning to implement AI soon, suggesting that the gap may be narrowing but remains significant. That contrast will shape global leadership in the years ahead.”

Why the US Is Pulling Ahead

James sees the US approach as unapologetically ambitious. “They treat AI as a core enterprise platform, not a side project,” he explains. “Stanford’s 2024 AI Index reports that 90% of notable AI models now originate from industry, with US firms dominating the field. The private sector there is driving the frontier. Meanwhile, private AI investment in the US hit $109.1 billion in 2024 – nearly twelve times China’s spend and over twenty times the UK’s. That’s not just capital – it’s conviction,” James says.

And the return on investment is already visible. McKinsey reports measurable productivity gains across customer service, IT, and marketing. Stanford’s data back’s this up, showing AI-led efficiency improvements of 14% in customer support and over 30% in sales workflows. “These aren’t theoretical benefits,” James adds. “They’re systemic shifts in how business gets done”.

The Risk of Waiting

By contrast, the UK remains tentative – hamstrung by regulation, risk-aversion, and public scepticism.

“Too many UK firms still view AI through the lens of compliance rather than competitiveness,” James says. “There’s regulatory ambiguity, particularly from the ICO, and a fear of reputational fallout in sectors like finance, healthcare, and law.”

Public opinion isn’t helping either. According to Consultancy.uk, only 31% of Britons say they trust AI, while 43% actively distrust it. Ipsos reports that just 23% of the UK public sees AI as more opportunity than risk.

“When nearly half the country is sceptical, we’ve got a trust deficit,” James warns. “And that slows everything down.”

The Productivity Divide

The consequences are already emerging. Goldman Sachs estimates that generative AI could lift US GDP by 7% over the next decade. In the UK, that scale of impact remains out of reach.

“Our SMEs – the backbone of the economy – lack the infrastructure, funding, and digital readiness to make AI work,” James says. “Despite world-leading research from Oxford, Cambridge, and Imperial, we haven’t built the commercial bridges to scale those breakthroughs.”

The UK’s Window of Opportunity

Still, James believes the UK can lead – if it chooses the right niche.

“Responsible AI is a lane we can own,” he says.

The UK’s AI Safety Institute, launched in late 2023, represents a meaningful first step. In highly regulated sectors like finance, healthcare, and law, building trustworthy AI is a prerequisite.

“If we can embed ethics into our AI exports, we won’t just compete – we’ll lead,” James suggests. “We can become the global benchmark for safe, scalable AI.”

Decision Time

James is unequivocal, the UK’s future in AI hinges on action, not analysis.

“The winners will be the ones who move decisively – not those who wait for certainty,” he says. “We don’t need to copy Silicon Valley. But we do need to match its clarity and courage.

The UK’s moment is now. The question is whether it will step forward – or fall behind.”