Choose the right AI operating model, fast.
As AI becomes integral to business strategy, leaders must decide where the function sits and how it operates to unlock value quickly. Reporting lines are shifting toward the CEO, adoption remains uneven across functions, and cross-functional collaboration is non-negotiable. A clear sequence of strategy, data ownership, prioritized use cases, implementation accountability, and tech governance separates momentum from muddle.
Points clés
- 82% of AI and data leaders say the AI function is now directly included in business strategy, up from 76% in 2023 (Heidrick & Struggles survey).
- Reporting lines are evolving: 37% of AI leaders report to the CIO/CTO/CDO, while 31% now report to the CEO—nearly doubling from 17% in 2023.
- The share of AI leaders reporting to “other roles” fell from 19% to 7%, signaling consolidation and strategic elevation.
- 71% of AI leaders report adequate exposure to the board, and confidence in board readiness for AI is rising.
- Adoption varies by function: 22% of finance leaders say their companies have not adopted AI, versus 9% in legal; about half of leaders (excluding legal) fear their organizations are moving too slowly.
- Leaders expect AI to deliver productivity gains, cost reductions, innovation, revenue growth, and better customer and employee engagement, while reducing risk.
- Organizational models span embedded, centralized, hybrid, semi-embedded, and centers of excellence, often augmented by on-demand external experts.
- A five-question sequence guides structure: business strategy, data ownership and quality, AI use cases and priorities, implementation ownership, and tech stack governance.
- AI leader scope depends on scale: at a global financial institution, the AI head reports to the CEO and owns strategy and regulatory relationships; in smaller firms, the AI leader often owns both strategy and implementation.
- Practical signals of focus: one AI leader distilled 500 suggestions into five categories, and a global logistics firm’s executive AI course drew interest from more than 2,000 employees.
À retenir
Start with strategy, not shiny tools: decide why you need AI before deciding where to park it. Give your AI leader real authority, clear data ownership, and a phone number for legal—because “move fast and break things” reads differently in regulated industries. And if you get 500 AI ideas, don’t panic; categorize them, pick a few that matter, and remember that hybrid models (and on-demand experts) are your friend—like a gym membership you’ll actually use.
Sources
