AI is no longer a distant trend – over the last year it has completely upended the way businesses operate. Yet, adoption remains uneven, and a growing divide has emerged at the top. Recent research reveals that 74% of UK CEOs see AI as a “game-changer,” while only 42% of IT leaders share that enthusiasm.
Meanwhile, fewer than half of mid-market businesses are actively investing in AI or automation. This disparity is not about a lack of interest; it’s about translating vision into actionable strategy. CEOs are captivated by AI’s transformative potential, imagining new revenue streams, operational efficiencies and innovative business models. For IT leaders, excitement is tempered by practical realities: integration challenges, infrastructure limitations and resource constraints. Without a shared understanding, even the most ambitious AI strategy risks stalling before it delivers tangible value.
Bridging ambition and execution
The first step toward alignment is creating a shared understanding of what AI actually means for the organisation. That may vary by business size and sector, but all boards need to go beyond high-level statements of intent and define concrete outcomes, whether that’s improving customer experience, streamlining operations or enabling new product lines. When ambition is framed in measurable terms, IT teams can better assess feasibility, anticipate technical risks and propose solutions that align with the business objectives.
Engaging technical leaders early is equally critical. Successful boards involve IT, data science and operations teams in shaping AI strategy. This collaboration ensures projects are grounded in reality and that key dependencies, from data quality to legacy system integration, are identified upfront. It also creates a sense of shared ownership, reducing resistance and increasing the likelihood of execution.
Building momentum through execution
A practical approach is iterative implementation. AI rarely succeeds when treated as a one-off project. Pilots, prototypes and phased rollouts allow boards to test assumptions, measure impact and refine strategy, and are more easy to manage and measure when adapting to AI tools integrated in existing systems, such as the native AI tools that come bundled with core systems like SAP Business One or Sage products.
Cultural readiness cannot be overlooked. AI adoption succeeds when employees across the organisation understand its purpose, see how it will affect their roles and have opportunities to develop the necessary skills. Boards that actively invest in training and foster a culture of experimentation position themselves to move beyond hype and embed AI into core operations.
Beyond the technical and cultural barriers, trust is emerging as a decisive factor. Stakeholders – from customers to regulators – are increasingly scrutinising how organisations deploy AI. Transparent governance, ethical frameworks and clear communication about how data is used can build confidence and safeguard reputations. Boards that take trust seriously not only reduce risk but also differentiate themselves in an environment where responsible AI is fast becoming a competitive advantage.
Equally important is recognising that AI is not a silver bullet but a capability to be continually nurtured. Treating AI as part of their long-term operating model, investing in corresponding scalable infrastructure, evolving its data strategy, and revisiting governance regularly, are marks of technological maturity. This mindset shifts AI from being a series of isolated projects to becoming a sustained driver of growth and resilience.
For mid-market businesses, the real value of AI lies less in flashy applications and more in its ability to quietly transform the way work gets done. By streamlining and automating everyday processes – from finance and supply chain to customer service and IT – AI and its associated automation helps reduce manual effort. This benefit is felt all the more keenly in smaller businesses with leaner workforces, where many experts are wearing several hats out of necessity.
Looking beyond technology
It’s also important to recognise that AI adoption is not just a technical initiative but part of a wider transformation journey. Organisations that view AI in isolation risk missing the bigger picture: modernisation of processes, upgrading of data foundations, and rethinking of customer and employee experiences. The most successful adopters embed AI within a broader digital strategy, ensuring it is not treated as an add-on but as an enabler of long-term competitiveness. This holistic perspective helps the C-suite rally around a shared vision, reducing silos and creating a unified path forward.
The cost of inaction
Equally, boards must acknowledge the risks of standing still. Competitors that operationalise AI effectively can accelerate ahead, creating widening performance gaps in productivity, customer satisfaction and innovation. In sectors where margins are tight and disruption is constant, delaying adoption can erode market position and limit strategic options. For many firms, the question is no longer whether to adopt AI, but how quickly and responsibly they can integrate it into the business before the window of opportunity narrows.
From hype to business outcomes
AI adoption thrives when executive ambition and technical caution are in dialogue rather than in conflict. CEOs provide directional impetus, inspiring teams to explore new possibilities, while IT and operational leaders ensure initiatives are feasible and scalable. Boards that cultivate this balance create an environment where AI moves from promise to performance, delivering measurable outcomes rather than unmet expectations.
The divide in the C-suite is real, but it is not unbridgeable. By translating strategic vision into concrete goals, involving technical teams in decision-making, implementing AI iteratively and nurturing organisational readiness, boards can turn AI ambition into tangible business benefit. It’s inevitable that AI will shape the future, but the question remains as to whether organisations are ready to bridge the divide and make it work.
