For boards and CEOs, the challenge lies in AI’s uneven impact. Some industries—particularly those rooted in research, analysis, and content generation—are already experiencing massive disruption. Others may feel more insulated for now, but they, too, will face AI-driven efficiencies and new business models that will redefine competition over time. It’s not an exaggeration to say that competitive advantage is on the line, and the pace of change is relentless. If your company believes it can “wait and see,” it’s time to take a harder look at how AI could upend your industry.

The reality is that most companies are lagging. While nearly every leadership team is experimenting with AI, only about 20% are scaling AI initiatives in ways that truly transform productivity, customer offerings, and business models. But averages mean little in competition. In every industry, there is a company leading the charge—reinventing its business, redefining work, and setting new benchmarks. That means the average company is, by definition, falling behind.

What separates leaders from laggards is something simple in theory but difficult in practice: treating AI as a business transformation, not just a technology implementation. AI is not just another tool—it demands rethinking processes, restructuring costs, and embedding AI capabilities deeply into business operations. Unlike past technological shifts, AI alone does not create value. Success requires hands-on leadership and organizational change. That’s why one common trait among AI leaders is a CEO who actively champions AI, with a clear vision and hands-on involvement in execution.

Boards play a critical role in ensuring their companies don’t just adopt AI but truly compete in an AI-driven world. That means stepping up in three key areas:

1. Setting the AI Strategy.
Are we clear on the two or three AI battlegrounds that will define competitive advantage in our industry? Are we ahead or falling behind—and are we committing enough investment, energy, and attention? Are we treating this as a fundamental business transformation rather than just a technology upgrade?

2. CEO Coaching and Succession.

Do we have a CEO and leadership team that deeply understand and prioritize AI? Are they actively experimenting, engaging with these tools, and surrounding themselves with the right talent? Do we have the senior technology expertise to execute at the required pace? Are we building a mission and culture that attracts top AI talent?

3. Governance, Risk, and Compliance.
Two years ago, AI risk was a top priority on every board agenda. Now, at some companies, it has faded into the background. That’s a mistake. AI governance isn’t just about compliance—it’s about ensuring responsible, strategic execution. Do we have the right oversight frameworks, data security policies, and internal capabilities to manage AI at scale?

AI is advancing faster than any technological shift we’ve seen before. The decisions boards make today—on investment, leadership, governance, and strategy—will define how AI transforms their industries and the world. That’s both a challenge and an extraordinary opportunity. Now is the time for boards to rise to the occasion and lead with urgency.