Why Generative AI leaders must blend thinking, building and creating value

The rise of Generative AI (GenAI) has disrupted organizations in many ways with groundbreaking technology, an accelerated learning curve, and a major mindset shift. As with every transformation, we can gain valuable insights from the past. Digital transformation taught us the value of the platform approach and the necessary people and processes changes that come with innovation.

In past waves, companies needed a tech-savvy, process-driven and analytically focused leader — typically a Chief Information Officer (CIO) or Chief Technology Officer (CTO). The guiding principle for adoption was simple: “Heavy training leads to better use.” GenAI is changing the game. Not only do people learn and interact with this technology differently, but there’s no roadmap or manual and the opportunities are unlimited. The new rule? “Heavy use leads to better training.” This shift demands a different style of leadership.

The critical question is: Should we create a new role for GenAI leadership, or will traditional CIOs and CTOs adapt to take it on? Either way, GenAI calls for a broader and more dynamic set of skills. As Kate Smaje, Senior Partner at McKinsey, eloquently stated, “The organizations that can get some sort of human breakthrough, not just the technology breakthrough, tend to be those that are moving ahead faster.”

Below, we’ll outline the qualities needed to lead GenAI transformation and what that means for your organization.

GenAI is still in its early stages. Everyone knows change is needed, but most are unclear on how to make it happen. Data from Lenovo and Deloitte shows that while 80% of CIOs say GenAI will significantly impact their business, less than 30% of GenAI initiatives have moved into production. The first step in tackling this challenge is to define the right skills that will drive success.

“A skills-based organizational model enables workforce transitions by mapping essential skills for current AI roles and emerging opportunities. This approach emphasizes job evolution over elimination, encouraging employees to build new and vital expertise,” said Zara Ingilizian, Head of Consumer and Health & Healthcare Industries at the World Economic Forum.

The classic CIO or CTO focused on managing complex systems from the top down, but GenAI leadership is about embracing change, innovation and experimentation. And the “secret sauce” is in bridging the knowledge and skills gap across teams. This leader isn’t defined by one specific persona — it’s an evolving blend of three mindsets:

The demands on leaders of a GenAI strategy are intense, but their potential to drive transformation is undeniable. Gartner reports that 61% of companies have assigned AI teams and accountability to the CIO. However, only 18% of CIOs establish innovation as a business-led capability. This gap highlights the need for a leader who’s both a collaborator and a catalyst — someone with a clear mandate and an accountable team.

The task for this leader is challenging but clear: Set the GenAI strategy in line with business goals, develop GenAI-driven business models, create an internal engagement plan, and drive necessary workflow changes. This calls for an evolution of the CIO or CTO role, where they’ll need to expand their current skillset to lead GenAI strategy effectively. Today’s CIOs are deeply integrated with business functions, while CTOs are closely aligned with product teams. As roles like Chief Product and Technology Officer (CPTO) emerge, it's likely that the potential "GenAI leader" already exists within today's leadership teams.

A common practice is staffing GenAI teams with mostly ML and data scientists who have led previous data strategies and likely have a deep understanding of Large Language Models (LLMs). However, this approach limits the flexibility and speed needed to deploy game-changing applications. A more balanced mix of people focusing on development, delivery, and business needs is needed.

Building teams with developers, domain experts, and business talent provides a stronger foundation for GenAI app development, deployment, and process changes. The same goes for GenAI leadership. While some organizations might find one leader (like a modern CIO) to handle the full scope, it’s just as valid—and often more effective—to approach it as a partnership, with multiple leaders bringing their unique strengths to the table.

Here are a few ways to get started:

The potential of GenAI is clear, but most companies are facing growing pains. Getting past these challenges starts with identifying (or developing) a technology leader (or leaders) and providing them with the right goals, tools, and teams to progress through these early stages of implementation.

This leader will drive the strategic vision for GenAI, aligning it with business goals and improving the user experience. Success will be measured by how quickly and effectively they drive production and adoption — with their outcomes serving as a benchmark for all leaders who will shape the future of GenAI.