How to think about AI as a leader: Responsibility, opportunity, and cultural shift

It's increasingly difficult to imagine a competitive business environment without AI. According to PwC, artificial intelligence could increase global economic output by up to 15% by 2035, provided it is adopted widely and used responsibly within a globally cooperative political climate (source).

“A scenario-based approach is, in itself, a powerful example of how companies must prepare for different future outcomes in these uncertain times,” says Kauko Storbacka, CEO of PwC Finland.

This potential is massive, but it won’t be realized by default. It requires cultural change, active learning, and strong leadership, particularly from boards and leadership teams.

Many leaders still don’t take AI seriously enough

Despite growing attention, many executives still approach AI as a tech initiative rather than a leadership imperative. But data shows this mindset is holding companies back.

According to The Adecco Group’s 2025 report Business Leaders Research 2025: Leading in the age of AI: Expectations versus reality, more than half (53%) of CEOs say their leadership team struggles to align on strategy and next steps when it comes to AI. Even more strikingly, only one-third of leaders have engaged in any significant AI capability-building activity over the past year, such as training, policy reviews, or cross-functional AI working groups.

At the same time, 60% of leaders expect employees to proactively update their skills, roles, and responsibilities to adapt to AI. Yet a third of companies have no AI policy at all, leaving employees to figure it out themselves. Formal training is lacking: only 25% of workers report receiving training on how to use AI at work. 

This reveals a stark disconnect: high expectations are placed on employees, but minimal action from leadership to create clarity, direction, or support. Confidence is eroding among both leaders and their teams.

“You can’t expect a workforce to be future-ready if leadership isn’t setting the example,” said Tomi Kolu from Adecco. “AI readiness starts from the top with clear strategy, education, and accountability. Boards and executives need to lead the change, not just react to it.”

Boards have a key role to play in closing this gap. AI readiness is not just a matter of technical integration; it’s a question of strategic alignment, cultural leadership, and accountability at the top.

AI readiness starts with culture, not code

Technology alone won’t determine who thrives in the age of AI; culture will. Embracing AI requires doing things differently: fostering a mindset of experimentation, collaboration, and continuous learning across the organization. 

It’s not enough to run a single training course. Companies must build ecosystems where employees feel empowered to explore, share, and evolve together. At Microsoft, Minna Frände shared how they’ve hosted prompt competitions and AI hackathons to get teams involved in hands-on, creative ways.

“It was empowering to realize that even without a technical background, I could start designing and using AI agents in my daily work with the help of Copilot,” said Minna Frände. 

But meaningful culture change starts at the top. Leaders must not only show how they personally use AI, they must also lead ethical reflection. That means asking the tough questions early and often:
Are we considering bias? Are we building inclusively? Are we using AI in ways that reflect our values?

Leadership in AI is about more than adoption. It’s about building trust and setting the tone for how innovation is approached, shared, and scaled.

AI readiness is a leadership responsibility, not a tech project

The board’s and executive team’s duty is not just oversight, it’s to set direction. AI must be embedded into the company’s core strategy and risk framework from the top down. Without clear governance, it risks becoming a fragmented experiment led by individuals without alignment, oversight, or accountability.

Leadership must understand not only the opportunities AI presents, but also the risks and how to manage them. The EU’s AI Act will directly influence how companies approach risk assessment, transparency, and compliance. These are not just technical issues; they are board and leadership level matters.

"What is the level of risk we are truly prepared to take?" asked Maria Aholainen from Hannes Snellman.
“In business, like in football, you can’t just defend. You have to take initiative and create opportunities to win."

Boards must move beyond passive risk avoidance. As Jesper Nevalainen noted, it’s time to lead with courage.

"AI will definitely create new opportunities. Companies must understand how it reshapes their business, and use it responsibly."

Responsible AI is not just a compliance issue, it’s a strategic one. Boards and management teams must take ownership of both the offensive and defensive aspects of AI transformation.

Read more:  AI in the Boardroom – What Corporate Leaders Need to Know Now