Mitchell Hashimoto, a software engineer and author, published an essay describing widespread AI hype in corporate settings. He said that many organizations have adopted AI tools without clear plans, and that most AI projects have shown little or no measurable success.

He reported that internal chatbots are rarely used because documentation is incomplete and AI systems cannot infer information not recorded, while customer‑facing chatbots have produced inconsistent experiences, with one example of a Mitsubishi service bot failing to follow up on a support request.

Hashimoto observed that executives and boards pressure staff to praise AI initiatives, and that fear of negative repercussions discourages honest assessment. Companies often announce AI productivity gains after purchasing licenses such as Microsoft Copilot, even when the tools have not been integrated into workflows.

He noted that consulting engagements sometimes add an AI layer to existing projects to meet internal “AI” criteria, and that many large firms have become unable to focus on core objectives because of the dominance of AI discussions.

The essay concludes that without independent evaluation, organizations risk continued misallocation of resources and delayed decision‑making, a situation that may ease only when the hype subsides.