Alexander Sukharevsky
McKinsey commentary
Senior partner and global coleader of QuantumBlack, AI by McKinsey
The more we see organizations using AI, the more we recognize that it takes a top-down process to really move the needle. Effective AI implementation starts with a fully committed C-suite and, ideally, an engaged board. Many companies’ instinct is to delegate implementation to the IT or digital department, but over and over again, this turns out to be a recipe for failure.
There are several reasons for this. The first is that getting real value out of AI requires transformation, not just new technology. It’s a question of successful change management and mobilization, which is why C-suite leadership is essential. It’s also a potentially expensive transformation, requiring intensive use of sometimes scarce resources and talent. A lot rides on how those resources are made available, and that’s an executive-level call requiring nuanced decision-making that reflects the balance organizations must strike between efficient resource use and broad empowerment—a balance that must be constantly reevaluated as the technology and organization evolve.
As organizations become more fluent with AI, it will essentially become embedded in all functions, leaving leadership to focus on higher-level tasks like impact monitoring and talent development rather than on implementation.