2026 Deloitte Generative AI in M&A Pulse Study
GenAI has crossed the adoption threshold—now it’s up to leaders to act
Generative artificial intelligence (GenAI) in mergers and acquisitions (M&A) has moved past the pilot phase, but the real work is just beginning. As leaders rethink operating models, the path forward depends on trust, integration, and human accountability. Discover how organizations are moving from experimentation to deal-ready execution, and why human review still matters most in high-stakes decisions.
Key takeaways from the survey
- GenAI in M&A is now active, not experimental, with 90% of organizations currently using it and 37% applying it across multiple stages.
- Use is moving beyond diligence, as 49% of respondents apply GenAI in deal closing and 52% use it in post-close integration.
- Trust still hinges on control, as human review remains the top requirement for high-stakes GenAI use.
- Integration remains a constraint, with a system’s ability to integrate with approved deal data sources cited as the most important capability of an M&A technology solution.
- The value case improves with support, as 35% of organizations realize the most value with advisory-led use and 20% prefer fully managed solutions.
From experimentation to impact
Five actions for organizations navigating GenAI adoption in M&A
The GenAI conversation in M&A is shifting from what it can do to how it should be applied. Deloitte’s latest M&A survey takes the pulse of the industry, gauging the attitudes and activities of corporate and private equity organizations around GenAI tools. Read on to discover how leaders are using it, where human judgment matters most, and what stands in the way of broader adoption.
Overall, GenAI in M&A has crossed an adoption threshold, with a majority of organizations applying it to real use cases and more than one-third using it across multiple M&A life cycle stages.
Question: Which of the following best describes your organization's current use of AI (including Generative AI) in M&A processes?
Takeaway
Leverage GenAI to accelerate the M&A process across the deal life cycle, as well as to build a structural advantage versus those still on the sidelines.
About half of M&A organizations are using or piloting GenAI for deal closure and integration, while only one-third use it for judgment-intensive negotiating steps.
Question: At which stages of the M&A life cycle is AI currently used or being piloted?
Takeaway
Don’t feel confined to early life cycle stages for GenAI, but be mindful of the places where automation can’t fully replace judgment.
Teams now better understand how and where to apply AI, but technology integration and security remain top concerns.
Question: What risks or limitations have you observed in using GenAI for deal governance?
Takeaway
Because GenAI processes are not highly visible, practices and mechanisms to verify its outputs are essential.
While more than half of M&A organizations say they have achieved partial integration of GenAI tools across the life cycle, fewer than one-third have reached full integration.
Question: How would you best describe how these tools work together in your M&A process?
Takeaway
Prioritize AI architecture and approved-data connectivity before adding more point solutions.
More than half of M&A organizations seek outside GenAI support, either to help implement third-party tools or to provide advisory solutions that incorporate these capabilities.
Question: Which of the following best describes how your organization currently uses GenAI in M&A processes?
Takeaway
Don’t conflate GenAI adoption with the need to go it alone. New tools may perform more effectively in specialized hands.
GenAI is maturing—and so is its role in M&A
As organizations move beyond early hurdles in GenAI adoption and implementation, the focus is shifting to building trust, strengthening governance, and applying the technology where it adds real value. Human judgment remains essential, particularly in high-stakes decisions that demand validation and accountability. For many leaders, the path forward will pair internal capability with the right advisory support to make GenAI more practical, more credible, and more useful across the deal life cycle.
Will Braeutigam
Joost Krikhaar
