---
id: "entity-johnson-and-johnson"
type: "entity"
source_timestamps: ["§ Practical Guidance for Leaders"]
tags: ["case-study", "enterprise"]
related: ["concept-performance-drive", "action-sunset-redundant-efforts"]
entityType: "organization"
canonicalName: "Johnson & Johnson"
aliases: ["J&J"]
source_url: "https://hbr.org/2025/09/what-companies-with-successful-ai-pilots-do-differently"
source_title: "What Companies with Successful AI Pilots Do Differently"
sources: ["execution"]
sourceVaultSlug: "hbr-seg-execution"
originDay: 8
articleStem: "hbr-foci-60-successful-ai-pilots"
sourceUrl: "https://hbr.org/2025/09/what-companies-with-successful-ai-pilots-do-differently"
sourceTitle: "What Companies with Successful AI Pilots Do Differently"
---
# Johnson & Johnson

## Johnson & Johnson

**Entity type:** organization (global healthcare and pharmaceutical company)

Cited as an example of successful AI leadership pivoting. After running **nearly 900 AI pilots**, J&J realized few generated value. It **shut down redundant efforts, shifted governance closer to business units, and focused on scaling only the highest-impact use cases**.

### Role in this source
The canonical case study for [[concept-performance-drive]] and the action [[action-sunset-redundant-efforts]].

### Enrichment — verification note
The **exact figure (~900 pilots)** and specific governance changes are limited in open web summaries; treat this as a **consulting case example** rather than a fully documented public statistic. The broad pattern (many pilots → later consolidation under business-led governance) is consistent with common large-enterprise experience.

**Canonical reference:** jnj.com