Why Most AI Transformations Fail Before They Start

Industry TrendsTechnology and InnovationTransformation InnovationTechnology, Data, and DigitalAssessment and BenchmarkingCEO SuccessionC-Suite SuccessionDevelopment and TransitionTransformation
記事アイコン Article
Portrait of Tristan Jervis, leadership advisor at Russell Reynolds Associates
Portrait of Fawad Bajwa, leadership advisor at Russell Reynolds Associates
Portrait of Tuck Rickards, leadership advisor at Russell Reynolds Associates
+ 1 執筆者
6月 17, 2025
6 記事アイコン
Industry TrendsTechnology and InnovationTransformation InnovationTechnology, Data, and DigitalAssessment and BenchmarkingCEO SuccessionC-Suite SuccessionDevelopment and TransitionTransformation
Executive summary
We share why C-suite readiness, not AI proficiency, determines transformation success and how CEOs can build this capability in their teams.
banner-transformation5.jpg

 

Generative artificial intelligence (GenAI) is rewriting the rules of every business, industry, and function. It’s rewriting every assumption about how work gets done. But, while our Global Leadership Monitor research of over 3,000 leaders found that 82% of leaders agree that understanding Gen AI will be an essential skill for future C-suite success, only 41% are confident they possess the skills to implement GenAI effectively.

 

How to move from investigation to implementation

 

 

30%

of leaders are in the piloting phase of Gen AI

*Global Leadership Monitor, H1 2025

 

Organizations are building AI pilots, creating proofs of concept, and seeing enough to know the potential is real. Our research found that 30% of leaders are in the piloting phase, but only 19% have entered the GenAI implementation phase. They've had a glimpse at the future but can't quite figure out how to get there.

The barrier for organizations often isn’t technological literacy. It’s leadership readiness. Many CEOs are approaching AI as they would any other technology upgrade, acquire the tools, train the teams, and optimize the processes. But AI isn’t an upgrade—it’s a fundamental reimagining of how businesses operate. It needs leaders who can navigate wholesale transformation, not incremental improvements.

As one CEO told us during our CEO AI Labs Roundtables: "I don't need more consultants explaining AI capabilities. I need leaders who can translate those capabilities into business outcomes."

During these conversations, many CEOs stated that the number one barrier to transformation isn't the technology itself—it's ensuring that their top team is not only willing and able, but truly ready to execute the transformation, with successors prepared to step in when needed.

 

 

Only

39%

of C-suite leaders think they have forward-thinking leadership in the team who can align resources to harness the power of GenAI.

*Global Leadership Monitor, H1 2025

 

 

Does your organization have what it takes to transform?

Our research found that only 39% of C-suite leaders think that they have forward-thinking leadership in their team who can align resources to harness the power of GenAI. Tellingly, CEOs are more optimistic at 53%, perhaps looking at their team and what they think they can accomplish with rose-tinted glasses.

To truly transform your organization, you need to examine your AI readiness across four critical dimensions.

 

 


01

Assess the AI readiness of your leadership team

Start with this fundamental question: Is your C-suite team willing and able to spearhead transformation of their function and the wider business? In today's leadership landscape, technical knowledge and AI literacy aren't enough to drive transformation.

Effective AI leaders possess curiosity and adaptability. They approach AI not as a tool to optimize existing processes, but as a lever for wholesale reinvention. They demonstrate the capabilities to drive comprehensive change management, understanding that AI transformation requires cultural shifts as much as technological ones.

 



02

Unlock the AI potential of existing leaders

Many organizations immediately look externally for AI transformation talent. Sometimes this is necessary, but often the capacity for transformation already exists within the organization—it simply needs to be unlocked and accelerated.

The challenge lies in having the know-how to develop this potential. This requires uncovering where strengths and weaknesses lie as a C-suite team. Are they capable of effectively evolving culture, or do they need help facilitating a critical mindset shift from functional to enterprise-wide thinking? Are they comfortable embracing experimentation and taking intelligent risks, or are they paralyzed by fear of failure?

With structured development plans, CEOs can accelerate their organization's AI transformation. Development can happen through two critical streams: AI transformation team sessions where leaders identify top-line and bottom-line applications for their organization, and individual development plans for C-suite leaders based on readiness assessment results.

The goal isn't to turn every leader into a data scientist, but to develop leaders who can navigate the intersection of technology and business strategy, and who can make decisions in environments of accelerating change and uncertainty.

 



03

Find AI-transformation ready leaders

After mapping an organization's AI readiness, CEOs may uncover significant leadership gaps that require external talent. When searching for transformation-ready leaders, consider three essential criteria:

First, they will need proven AI piloting, experimentation, or even better, implementation expertise. Look beyond theoretical knowledge to leaders who have successfully guided organizations through AI adoption at scale. They understand not just what's possible, but what's practical within real organizational constraints.

Second, they will need to have extensive change management capabilities. AI transformation fails more often due to cultural resistance than technological limitations. Effective, transformational-ready leaders can translate complex concepts into compelling business narratives and guide organizations through the inevitable uncertainty that accompanies transformation.

Third, ensure their skillset complements existing strengths and aligns with the organization's business goals and strategy. AI leadership isn't about replacing an entire team—it's about adding capabilities that accelerate your transformation agenda.

 



04

Evaluate your AI leadership succession pipeline

AI transformation isn't a passing trend requiring periodic attention—it demands continuous evolution of leadership capabilities. Organizations that treat AI leadership succession planning as an ongoing process rather than a one-time exercise will maintain their competitive edge as AI technologies mature and new applications emerge.

Evaluate leaders one level below the C-suite to determine their ability to succeed in an AI-driven environment. Expose high-potential leaders to AI initiatives, innovation labs, and cross-functional transformation projects. Create opportunities for emerging leaders to develop both technical fluency and change leadership capabilities.

Most importantly, regularly reassess the leadership capabilities needed as AI technologies evolve. What leadership looks like for first-generation AI applications may not serve you as AI becomes more sophisticated and pervasive across your business.

 


 

The leadership imperative

Most organizations invest heavily in AI technology, then wonder why transformation stalls. The missing ingredient was never the technology—it was leadership courage to remake everything AI touches.

The organizations that will dominate the AI era won't be those with the most sophisticated algorithms or the largest data sets. They'll be the ones with leaders who can navigate the profound changes that AI brings—to business models, to work itself, to the fundamental assumptions about how value gets created and delivered.

 

Get advice on your transformation

 

Authors

Tristan Jervis leads Russell Reynolds Associates’ Technology practice. He is based in London.
Fawad Bajwa leads Russell Reynolds Associates’ AI, Analytics & Data Practice globally. He is based in Toronto and New York.
Tuck Rickards is a senior member and former leader of Russell Reynolds Associates’ Technology practice. He is based in San Francisco.
Sean Dineen is a senior member of Russell Reynolds Associates’ Leadership Advisory practice. He is based in Boston.

 

CONNECT WITH OUR STRATEGY DECODE AND ACTIVATION TEAM

Speak to a consultant