Ask CEOs what they use to make decisions and two areas rise to the fore: financial data and operational data.
"If it was a simple decision, someone - or something - else would have made it"
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.
“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.
It is an epic challenge.