Most CEOs think they’re leading an AI transformation, but they’re managing a portfolio of pilots, and the two are not the same. The companies pulling ahead aren’t moving faster on the same path; they’re building proprietary intelligence through unique data, encoded workflows, and learning architectures that compound in ways no competitor can counter by writing a bigger check.
AI is set to boost managerial efficiency by streamlining tasks and providing quick answers. However, this rapid access to information presents a significant challenge for cultivating strategic leaders. Leadership traditionally develops through years of deep learning, questioning assumptions, and making complex decisions based on accumulated experience and pattern recognition.
During a recent TIME100 Talks panel in Cannes, a group of CEOs and executives from different sectors came together to discuss how artificial intelligence is changing creativity at their respective companies.
Companies are rushing AI adoption, often prioritizing usage over wise, ethical integration, leading to employee fear and suboptimal results. Reports from McKinsey and Deloitte reveal significant gaps in training, support, and governance, with many firms lacking mature AI strategies.
When most people practice, they unwittingly repeat what they are already good at. Performance improvement requires addressing the areas where you have most room to improve. Experience does not equal expertise. Experience accrues automatically; expertise must be made deliberately.
