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CEO DECISION-MAKING IN THE AGE OF AI


The world is growing more intricate, uncertain, and charged—as are the decisions
CEOs face right now.

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A leadership challenge
CEOs and generative AI
The AI dilemma
Past CEO studies
Past C-suite studies
How can IBM help you?
A leadership challenge
CEOs and generative AI
The AI dilemma
Past CEO studies
Past C-suite studies
How can IBM help you?
Download the insightsGet additional insights for this topic


IF IT WAS A SIMPLE DECISION, SOMEONE—OR SOMETHING—ELSE WOULD HAVE MADE IT.

Ask CEOs what they use to make decisions and two areas rise to the fore:
financial data and operational data.

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Translations available
Open menu

Ask CEOs what the most challenging issues are for them over the next several
years and you’ll get a list that moves far beyond financial data and operational
data, into complex issues that require a host of inputs. From sustainability, to
cybersecurity, to diversity, equity, and inclusion, CEOs are grappling with the
increase in complexity.

Chief executives are making decisions faster than ever in a world that has moved
beyond looking solely at shareholder value. In a world where we are debating the
ethics and feasibility of AI-driven decision-making versus human involvement,
where previously unknown generative AI brand names now roll off the tongues of
businesspeople around the world, how do top-performing CEOs make the right
calls? Particularly given the fact that they—like their less successful
peers—are compelled to focus on the very areas where they are least experienced
and likely have the smallest amount of historical data.

It is an epic challenge.

75%

believe competitive advantage will depend on who has the most advanced
generative AI.



50%

are now integrating generative AI into products and services.



43%

are using generative AI to inform their strategic decisions.


“Generative models surprise, impress, and scare us, all the same time.”
Gonzalo Gortázar
CEO, CaixaBank
The pressure is onWorkforce planningAI readinessBarriers to adoption
There’s more pressure to accelerate AI adoption than to slow it down.
It may be tempting for enterprise leaders to see generative AI as their magic
wand—enter a few prompts and seconds later have a compelling rationale that
supports any decision. Except of course it doesn’t work that way. But that’s not
stopping stakeholders from pushing executives to use it.
Download the report for more insights

 * The pressure is on
   There’s more pressure to accelerate AI adoption than to slow it down.
   It may be tempting for enterprise leaders to see generative AI as their magic
   wand—enter a few prompts and seconds later have a compelling rationale that
   supports any decision. Except of course it doesn’t work that way. But that’s
   not stopping stakeholders from pushing executives to use it.
   Download the report for more insights
   

 * Workforce planning
   As AI invades the workplace, both consciously and surreptitiously, it is also
   fueling workforce disruption.
   Fewer than one in three CEOs have assessed the potential impact of generative
   AI on their workforce. This is among the most disquieting findings from our
   analysis. It means two out of three CEOs are acting without a clear view of
   how to help their workforce with the disruption and inevitable transitions AI
   will bring. Whether this is an oversight or a process that is lagging, it is
   something to watch—particularly as there appear to be significant gaps
   between CEOs and other senior executives when it comes to their sense of the
   organization’s skills and readiness.
   Download the report for more insights
   

 * AI readiness
   CEOs are eager to act on AI, but their teams are less confident.
   Big questions linger about the organizational readiness to embrace and
   implement AI in decision-making. Seven in 10 CEOs say AI brings broad
   benefits and think their organization has the knowledge and skills to adopt
   generative AI today. Their executive teams, however, are far more wary about
   AI and the internal capacity of the workforce.
   Download the report for more insights
   

 * Barriers to adoption
   What are the biggest barriers to generative AI adoption?
   When CEOs struggle over adopting generative AI, their first concern isn’t the
   tech talent pool or other organizational obstacles, it is more basic: data.
   Without trusted, reliable data, even the best AI will deliver faulty, biased,
   or dangerous results. Yet getting your data house in order is no small task,
   and for many enterprises one that is far from complete. The top barriers:
   data lineage and provenance, a lack of proprietary data to customize, and
   security concerns.
   Download the report for more insights
   

“Sometimes the CEO has to make a decision without a clear view to the final
result.”
Roberto Tomasi
CEO, Autostrade per l’Italia (ASPI)
Download our 2023 CEO report for our complete findings, including how leaders
are taking action in the age of AI:
 * Metrics and decision-making
 * Talent and workforces
 * Technology and data
 * Ecosystem and partners

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Originally published 27 June 2023

Originally published 27 June 2023


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Translations available


CEO’S GUIDE TO GENERATIVE AI HARDCOVER EDITION

Explore what CEOs need to know and what they need to do today to enable people,
power data and technology, and fuel operations with generative AI.




HOPE OR HYPE: FROM COP28 TO GENERATIVE AI FOR SUSTAINABILITY

Post COP28, IBM Think Circle for Sustainability members convened to discuss
their experiences and look to the future of sustainability. The Thinkers
discussed three main themes during the Circle.


Translations available


THE CEO’S GUIDE TO GENERATIVE AI: MARKETING

Explore three things CEOs need to know and three things they need to do now to
apply generative AI to marketing.


Translations available


THE CEO’S GUIDE TO GENERATIVE AI: SUSTAINABILITY

Explore three things CEOs need to know and three things they need to do now to
apply generative AI to sustainability.


Translations available


THE CEO’S GUIDE TO GENERATIVE AI: OPEN INNOVATION & ECOSYSTEMS

Explore three things CEOs need to know and three things they need to do now to
apply generative AI to open innovation and ecosystems.


Translations available


THE CEO’S GUIDE TO GENERATIVE AI: SUPPLY CHAIN

Explore three things CEOs need to know and three things they need to do now to
apply generative AI to supply chain.


You might also like
Translations available


CEO’S GUIDE TO GENERATIVE AI HARDCOVER EDITION

Explore what CEOs need to know and what they need to do today to enable people,
power data and technology, and fuel operations with generative AI.




HOPE OR HYPE: FROM COP28 TO GENERATIVE AI FOR SUSTAINABILITY

Post COP28, IBM Think Circle for Sustainability members convened to discuss
their experiences and look to the future of sustainability. The Thinkers
discussed three main themes during the Circle.


Translations available


THE CEO’S GUIDE TO GENERATIVE AI: MARKETING

Explore three things CEOs need to know and three things they need to do now to
apply generative AI to marketing.


Translations available


THE CEO’S GUIDE TO GENERATIVE AI: SUSTAINABILITY

Explore three things CEOs need to know and three things they need to do now to
apply generative AI to sustainability.


Translations available


THE CEO’S GUIDE TO GENERATIVE AI: OPEN INNOVATION & ECOSYSTEMS

Explore three things CEOs need to know and three things they need to do now to
apply generative AI to open innovation and ecosystems.


Translations available


THE CEO’S GUIDE TO GENERATIVE AI: SUPPLY CHAIN

Explore three things CEOs need to know and three things they need to do now to
apply generative AI to supply chain.


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