Not a Fan of AI? How CEOs Can Embrace the Inevitable
Artificial intelligence is rapidly becoming a strategic game-changer. Yet many CEOs remain hesitant. «AI is a C-level issue – even if it feels uncomfortable,» says executive advisor Brigitte Kaps. In her finews.first contribution, she outlines how leaders can bridge the gap.
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As a CEO, you’re constantly under pressure to adapt – demographic change, geopolitical uncertainty, ESG issues, and now AI. Yet another complex field that must be understood and integrated into the organization, despite already overloaded agendas.
According to a recent survey of large corporations, the share of investors actively calling for AI initiatives has risen from 68% to 90%. The pressure to act is mounting. Yet many executives remain lukewarm toward the topic, citing uncertainty, skepticism, or a perceived lack of maturity. The concern: without AI, competitiveness may be lost. At the same time, there’s often no clear urgency to take concrete steps.
The dilemma is real:
- AI is recognized as strategically important, but its immediate value remains unclear
- Organizational resistance is anticipated, and the effort seems daunting.
- Risks are clear, but the opportunities remain vague.
But looking the other way is no longer a viable strategy. The pace of AI innovation is reshaping business models among clients, competitors, and suppliers. If you’re not shaping the change, you’re being shaped by it.
Technology Is a CEO Issue – Even Without a Tech Background
Many CEOs are not technologists. Their strengths lie in strategy, culture, and finance, not algorithms.
«What’s needed is not depth in machine learning, but the ability to translate potential into business value.»
Yet a Cisco study reveals that while 97 percent of CEOs plan to launch AI initiatives, only 1.7 percent feel adequately prepared. Around 70 percent fear disadvantages due to a lack of technical know-how or infrastructure.
AI is not a standalone IT tool—it’s a catalyst for value creation. Waiting for the »right moment» means surrendering control over your organization’s future.
Overcoming Personal Barriers
If AI feels more like a blocker than a motivator, self-reflection helps:
- Is time the issue? Delegate and identify management sparring partners.
- Lacking tech expertise? Your role is to assess and decide, not to code.
- Skeptical about value? Start with a pragmatic pilot project that delivers measurable impact.
Leadership trumps technical fluency. What’s needed is not depth in machine learning, but the ability to translate potential into business value.
From Resistance to Ownership
Tough topics are easy to postpone but like going to the dentist, waiting doesn’t make it better.
Don’t fixate on the technology. Focus on what AI can do for your business. What’s the upside of action and the cost of delay? What can AI specifically do for your organization? What’s at stake if you delay?
«You can choose to ignore AI. But your competitors, customers, and suppliers won’t.»
Start small—with a project that delivers tangible benefits, such as workflow automation or employee relief. Show leadership by setting an example and creating momentum.
Having an «AI translator» at your side is key—someone who can bridge tech and business logic. This could be a chief transformation officer or an external advisor with both strategic and technical literacy.
Transformation Requires Trust
Change breeds uncertainty. If AI is framed solely as a cost-cutter or efficiency play, resistance is inevitable. Instead, embed it in your organization’s purpose whether that’s freeing up time for creativity, supporting better decisions, or relieving staff from repetitive tasks.
«The real risk doesn’t lie in the technology. It lies in inaction.»
Explain how AI can augment rather than replace. That builds trust, fuels change, and opens perspectives. Storytelling isn’t enough. What’s needed is conviction.
You can choose to ignore AI. But your competitors, customers, and suppliers won’t. And hesitation will gradually erode your relevance.
What Matters Now
You don’t need to be a tech expert. But you do need to set direction: What should AI stand for in your company? Which strategic goals should it support? Your role is to define the framework, allocate resources, and get started pragmatically.
You don’t have to love AI. But you are responsible for future readiness. The first step is mental: accept that AI is no longer optional. Then ask yourself: what is the smallest, most impactful step I can take right now?
The real risk doesn’t lie in the technology. It lies in inaction. Embrace it. Lead the change.
Brigitte Kaps is the founder and CEO of KAPS Advisory. She advises CEOs and executive teams on change and transformation. Previously, she held senior leadership roles at ABN Amro, GE, RBS, and Cembra Money Bank.
