What happened
CyberAgent, a Japanese internet company in advertising, media, and gaming, has adopted ChatGPT Enterprise and Codex as its core AI foundation. ChatGPT Enterprise is now used across nearly all departments, reaching a monthly active user rate of 93%. Codex is also being used beyond engineering, with non-developers starting to use it for tasks like writing specifications and creating mockups.
Why it matters
This adoption happened without blanket mandates—each team chose tools based on its own objectives. The company focused on culture building, including sharing prompts and successful use cases, and internal rankings that show employees their own usage. OpenAI training sessions also helped, with over 100 employees participating in each of more than ten sessions, ranging from beginner introductions to hands-on Codex workshops.
What to watch
The benefits hinge on how Codex improves decision quality before implementation, especially in design and code review. CyberAgent is also seeing Codex help build internal systems, like the usage ranking system, which could make adoption more visible and sustainable. The question is whether this voluntary, culture-driven model can scale as the company plans to expand AI value across the organization.
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CyberAgent's journey began well before generative AI, with the establishment of an AI Lab in 2016 and an AI Operations Office in 2023. The company has long aimed to integrate AI into its advertising creative processes, notably with Kiwami Prediction AI in 2020. After ChatGPT's release in 2022, usage expanded rapidly, but security concerns and inconsistent adoption created challenges. ChatGPT Enterprise addressed these by providing enterprise-grade security and management features, allowing employees to handle a wider range of information confidently.
The company's adoption strategy stands out because it avoids mandates. Instead, it relies on voluntary choice supported by cultural mechanisms—such as knowledge sharing and usage rankings—and on Slack-based follow-ups to understand non-use. OpenAI's training sessions, often organized with short notice, drew over 100 employees each across more than ten sessions, helping build practical skills. Codex has extended this impact beyond coding, improving design and decision-making in upstream work and even powering the internal ranking system that encourages engagement.
The stakes lie in whether this model—rooted in culture and voluntary adoption rather than top-down enforcement—can continue to scale as AI becomes embedded in daily operations. The company's view of AI as a 'turning point' suggests it will invest further, but sustaining 93% monthly usage and expanding Codex beyond engineering will likely require ongoing support and effective training. The success of this approach could serve as a reference for other large organizations seeking to integrate AI without mandates, but its long-term viability remains to be seen.
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