Your AI strategy needs more than a single leader
HARVARD BUSINESS REVIEW
Your AI strategy needs more than a single leader
In boardrooms around the world, a familiar question keeps surfacing: Who should lead our AI efforts?
It’s a reasonable question. As generative AI reshapes the business landscape, leaders are rightly trying to determine who is best positioned to guide their companies through the shift. In response, some have rushed to appoint chief AI officers (CAIO), as if one brilliant hire could unlock AI’s full promise.
But this approach often misfires. The CAIO arrives with fanfare. Pilots begin. A few flashy demos surface. And then? Not much. Projects stall. Teams don’t adopt. The CAIO departs. The board starts asking tough questions.
It’s not because the CAIO wasn’t smart or capable. It’s because the role itself, at least as it’s currently imagined, is overloaded and misaligned. The assumption is that one individual can bridge innovation and operations, oversee compliance and infrastructure, and deliver fast wins across the enterprise. That’s an impossible job description.
The companies making real progress are building ecosystems of leaders involved in the AI journey.
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