Survey by Endeavor reveals that 78% of entrepreneurs face pressure to adopt AI

A survey conducted by Endeavor has found that 78% of entrepreneurs feel significant pressure to keep up with artificial intelligence. The most common source of this pressure is the founders themselves, with 90% of respondents citing them as the primary source, followed by the board (29%), investors (22%), and the team (20%).

This data is part of a new chapter in the “Artificial Intelligence in Scale-Ups” series, produced by Endeavor with support from Salesforce and Onfly. The report includes responses from 133 entrepreneurs across 125 companies, interviews with 20 leaders, and an analysis of over 200 mentoring sessions conducted in the past year.

The study focuses on time management, identifying which tasks can be automated and which still require direct attention from founders. The findings reflect the characteristics of the participants and do not represent all Brazilian entrepreneurs.

Time saved can lead to more work

Among respondents who use AI tools for six hours or more daily, 71% report feeling extreme pressure to keep up with the technology. In contrast, only 29% of those who use these tools for up to two hours feel the same level of pressure.

While the comparison suggests a link between usage intensity and perceived pressure, it does not prove that increased AI usage is the cause of this pressure.

One entrepreneur’s story, collected by Endeavor, illustrates how efficiency gains can be offset by increased activity. “As each operation became cheaper to maintain, the number of operations increased. The time saved was reinvested into volume,” says Fernando Steler, entrepreneur at Delend.

In light of this, the survey offers strategies to ensure that reduced operational effort also creates opportunities for analysis, priority-setting, and team monitoring.

What to delegate depends on the consequences

AI is already being used to inform decision-making, with 59% of entrepreneurs reporting that they rely on technology almost always before making a decision, according to the survey.

The recommended approach is to differentiate between operational tasks and more complex intellectual activities, taking into account the potential impact of errors and the possibility of reversing them.

“The greater the consequences and the less reversible the situation, the more the CEO needs to be involved,” says Alexandre Hadade, entrepreneur at Birdie.

Endeavor has developed a usage and risk matrix to guide this process. “The framework helps entrepreneurs determine where to delegate operational tasks and how to allocate more time to high-impact areas,” explains Daniella Mello, Marketing Director at Endeavor Brazil.

A “second brain” for meeting preparation

One recommendation is to use AI projects and agents to retrieve company history and organize information before meetings and analyses. This system is referred to as a “second brain” in the report.

Igor Senra, entrepreneur at Cora, reports receiving daily summaries of meetings and topics with each team member. The system helps him resume previous conversations and prepare for upcoming meetings.

“It’s like having a boss who never forgets anything. Everything is documented, with a history of conversations. My meetings are now much more in-depth, but they take almost the same amount of time as before,” he says.

This testimony highlights improvements in meeting preparation and content, without a corresponding reduction in meeting duration.

Leadership remains responsible for decision-making

When comparing trust in decision-making support sources, 46% of entrepreneurs say they trust their team more, 35% are neutral, and 20% trust AI more, according to Endeavor’s data.

For hiring, feedback, and cultural decisions, the report recommends using technology to organize information, retrieve facts, and prepare questions. However, conducting conversations and making final decisions remain the responsibility of leadership.

Rodrigo Cava, entrepreneur at Estoca, reports that the company revised its use of AI in resume analysis after discovering that qualified candidates were being rejected.

“There are decisions where the ability to evaluate the response and take responsibility for the consequences is as important as the efficiency of the process,” he says.

Preserve time for thinking

The recommended practices also include schedule adjustments. Fabiane Pellegrino, entrepreneur at Makasi, reports that taking breaks of five to ten minutes between meetings improves her routine quality.

“It’s that moment when you stretch and also reflect,” she says.

According to Daniella Mello, keeping up with transformation requires focusing attention strategically. “Feeling that everything is changing doesn’t mean everything needs to change at once. Leadership will increasingly depend on protecting time for thinking and having the right people and tools to expand your reasoning,” she says.

Frequently Asked Questions

How many entrepreneurs feel pressure to keep up with AI?

Among Endeavor survey participants, 78% report feeling high or extreme pressure.

What is the main source of this pressure?

The founder is the most frequently cited source, mentioned by 90% of respondents. The board, investors, and the team are the next most common sources.

How was the survey conducted?

The report combines responses from 133 entrepreneurs across 125 companies, interviews with 20 entrepreneurs and leaders, and an analysis of over 200 mentoring sessions from the past year.

What does it mean to use AI as a “second brain”?

It involves organizing projects and agents that retrieve company history and help prepare analyses and meetings, as proposed by Endeavor.

Does increased AI usage lead to more pressure?

The survey finds higher pressure among participants who use AI tools for longer periods, but does not establish a cause-and-effect relationship.