Few innovations have polarized public and business conversations as much as artificial intelligence. In every dialogue with leaders of different sectors, a different scenario emerges: for some AI agents herald an era of unprecedented productivity; for others, you need a walk for large penis segments; no other people need to be advised about human autonomy, or vice versa people celebrate reaching digital “superpower” at the same time as everyone else.
Implementation probably combines all these elements. But there is something undeniable: AI is evolving rapidly – very rapidly – and its impact on businesses will be structural and profound.
In this context, the CEO’s target goes much further to technology. It’s about separating the noise from the priority green items. To thrive in this new age, it was not enough to understand algorithms; If critical thinking, strategic vision and the belief that great power – and AI it is – requires great responsibility. However, leadership is not limited to the number of results, but also to the impact on employees, customers, society and sustainability in the wider area.
The real challenge is not to understand AI from a technical perspective, but to decide where and how to focus efforts. Starting with our work with leading organizations, we follow a clear agenda of six elements that distinguish those who translate AI into the real competitive world: collaboration, differentiation, innovation, integration, agility and adaptation.
The way of cooperation has changed. Artificial intelligence is transforming knowledge work into a form as disruptive as the creation of robots in industry, but at a much faster rate. Now AI agents can summarize information, make complete decisions and even contribute to creative processes. This obliges us to rethink how we allocate responsibilities and how we oversee the joint work between humans and machines. The key question must be technology for organizational transformation: how to lead hybrid teams where people and intelligent agents make decisions together, ethically, efficiently and sustainably?
AI also redefines the rules of competence. The difference is key. Entry barriers are lowered, knowledge is democratized and traditional intellectual property becomes more vulnerable. In this new context, data, technology and above all organizational culture are becoming critical factors of differentiation. Additionally, customers equipped with their own AI agents will make faster and more informed decisions than ever before. Protecting and enhancing talent and culture must be an aspirational discourse to become a strategic priority.
But an ace is not enough. Hay que innovate. Limit AI to optimize existing processes and eliminate their true potential. The greatest value is created when it is used to reshape the value proposition: rethink how customers interact with products and services, solve previously inaccessible problems, and open new avenues for growth. Organizations that only accelerate what you do find the opportunity to transform. Those who try to imagine what does not exist gain the greatest part of the value.
And you can do it after integration. One of the most common obstacles is the overpopulation of pilot aircraft. 88% of companies use AI in some capacity, but only a third have managed to scale it to an organizational level. Finding that shortcut requires integrating AI into critical workflows and redesigning them from extreme to extreme. Only when AI is “in” – not as an add-on – does it transform into a collective performance engine.
This process also involves re-evaluating the organization. With agility. Scaling AI assumes that traditional models will be built in line with flatter, more agile and result-oriented structureswith cross-functional teams able to quickly turn ideas into impact. In this context, productivity is no longer limited to the ability to manage people and agents effectively and in line with strategy.
Finally, the ability to learn is transformed into a critical activity. Adaptation is essential. The speed of AI development requires a constant adaptation mentality with permanent cycles of “test, learn and adapt”. This culture also requires a flexible technological infrastructure and an intelligent balance between established technologies and in-house development. Organizations that are faster to learn what expertise will make a difference in the next decade.
The conclusion is clear: AI is not a technical project or something that can be delegated. It is a strategic and ethical task that requires vision, responsibility and value. CEOs must ensure that their adoption generates sustainable prosperity and social trust. We must not accept this demand unless we want to transform our economy, our society and our organizations. The decisions we make today will determine the opportunities – and risks – of the day. Leadership in the era of artificial intelligence is ultimately about assuming a lot of power and the responsibility that comes with it.
*** Benjamin Vieira He is a senior partner at McKinsey & Company.
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