Implementing artificial intelligence in a company is not a technology project. It is a fundamental strategic transformation, and its success or failure depends almost entirely on one key factor: conscious and committed leadership. In the age of breakthrough technologies, the executive board becomes the chief architect of transformation. Treating AI as a task to be delegated to the IT department is the first and most serious mistake a company can make.

I have prepared five strategic questions that every executive board must consider before allocating even a single penny to AI.

Do we truly understand what we’re talking about?

Awareness level

Board members do not need to be programmers or data scientists. However, they must have a solid understanding of what AI can and cannot do. They should be familiar with the range of solutions available on the market and realise that there are various implementation models – from ready-made SaaS tools to the development of bespoke AI systems, and many options in between. This level of knowledge is essential for avoiding poor strategic decisions or investing in technologies that don’t match the company’s needs.

Where is the money – and the risk?

Business potential

Thinking about AI solely in terms of cost-cutting and process optimisation is a limited perspective. Artificial intelligence is also – and perhaps most importantly – a source of new revenue streams, innovative business models, and competitive advantages that have never been seen before. The board must be aware of both sides of the coin: the opportunities (e.g. productivity gains, automation, hyper-personalised offerings) and the risks (e.g. algorithmic errors, data bias, reputational risks). This balanced understanding is a prerequisite for making informed business decisions.

Why are we doing this at all?

Strategic vision and direction

Implementing AI without a clearly defined purpose leads directly to chaos, scattered resources, and deep disappointment. It is the board’s responsibility to create a coherent vision for AI-driven transformation – a response to the question: where do we want to be in 2–3 years, and which specific areas of our business should be transformed through this technology? A crucial element of this vision is so-called autonomy mapping – the strategic decision on which processes should be automated or supported by AI, and to what extent – up to the possibility of complete autonomy.

Should we buy, build, or partner?

Delivery model

Many leaders wrongly assume that the only way to implement AI is by creating costly in-house data science teams. This is yet another myth. There are various – often more efficient – models, including partnerships with specialised firms, purchasing ready-made tools, or utilising platforms through the AI-as-a-Service model. The executive board must be familiar with and understand these options. Choosing the most effective route for the organisation is one of the most critical decisions in the early stages of AI transformation.

How do we avoid losing millions of dollars?

Learning from others’ mistakes

The success stories we see at conferences and in industry media account for only 20% of the reality of AI implementation. The remaining 80% – failed projects, poor investment decisions, solutions that are too radical for market readiness – stay hidden behind boardroom doors. A conscious leader doesn’t need to repeat these mistakes. They should proactively seek knowledge about the most common pitfalls, such as insufficient data, overestimated AI capabilities, or neglecting ethical aspects. This kind of insight can protect the company from failures worth millions of dollars.

The conclusion is clear: AI is a board-level topic – not just one for the IT department.

Without well-prepared and conscious leadership, an AI transformation within a company has little chance of success. It is the leaders who must provide clear direction, ensure access to the right resources, and create an organisational culture ready for change. Only then can artificial intelligence become a real and lasting source of competitive advantage – rather than a trendy buzzword on LinkedIn, at conferences, or in slide decks.

Is Your Executive Board Ready for the Age of AI?

The above questions are just the starting point of your strategic journey. If you want to consciously lead your company’s AI transformation and find the correct answers in the context of your business, I invite you to join a dedicated strategic session.

Together, we will assess your organisation’s readiness and define the first, most essential steps on the path to real results.

Legal notice (AI Act)

The illustration in this article was generated by the AI model Gemini 2.5 PRO.