CIOs who lead the charge on GenAI will capture value within the tech function, enable the organization to do the same, and help steer and shape its future. Each stakeholder has a role to play, and while CSOs may still be acclimating to a business environment where AI is everywhere, they are an indispensable party in ensuring AI investments and deployments add up to strategic impact. To do this, CSOs must become literate not just in AI but in all of the contributing solutions and stakeholders that surround AI deployment. They should understand what AI means for human capital, regulatory compliance, data and ethics. With this working knowledge of the entire AI ecosystem, CSOs can enjoy the context and insight to lead in AI decision-making. At the same time, greater knowledge makes the CSO more resilient to hype and fear cycles that tend to follow big leaps in AI functionality.
Roles and Responsibilities
Today, we work closely with clients to embrace a transformational approach aimed at benefiting all stakeholders—empowering organizations to grow, build sustainable competitive advantage, and drive positive societal impact. More broadly, CIOs need to transition from managing software development and operations to leading AI-driven innovation, where compliance becomes as much a focus as agility and customization. This means building teams that not only are proficient in AI and technology but also can navigate the regulatory landscape and work within robust risk management frameworks. GenAI brings an opportunity and a need for CIOs to introduce new roles and reimagine existing ones. Among the most critical emerging positions are chief AI officers to oversee initiatives, ethics and compliance officers to design and implement policies, and prompt engineers to refine and analyze prompts for assessing model performance. With the arrival of agentic AI systems, what seems improbable today could become table-stakes capabilities tomorrow.
Preparing To Lead With AI
Together, these steps helped the company bring best-in-class talent to the table. Establishing a procedure to evaluate, prioritize, and monitor use cases is crucial, as it ensures optimally effective deployment of the company’s efforts and resources. A Fortune 50 US company created a central team to focus on value from GenAI initiatives. It identified more than 200 ideas and segmented them into three groups on the basis of business impact.
Certifications and Training for Chief AI Officers
- Determining whether a company needs a CAIO depends on several factors, including the organization’s current use of AI, strategic goals and organizational structure.
- Team management may also involve building and maintaining partnerships with vendors outside the organization.
- CIOs can help companies reap the benefits of experimentation without creating a zoo of tools.
- CAIOs will need to be able to articulate a powerful story that aligns with the company’s broader business goals, identify new market opportunities made possible by AI and possess skills in managing large-scale cross-functional projects.
- Instead of building a multitude of use cases one by one, it built the archetypes and then easily reused them.
- By developing a comprehensive AI strategy, building AI capabilities, ensuring ethical AI use, and driving organizational change, the CAIO ensures that AI initiatives contribute to the company’s success.
In Deloitte’s 2024 CSO Survey, nearly all (88%) of surveyed CSOs said they see investing in AI capabilities as a primary source of competitive advantage. Yet, 54% of CSOs report holding only a supporting role in AI strategy development. One reason for this may be that the role of the CSO and its obligations are in the midst of change, as their mandate comes to include strategic decisions around investing in and assessing AI.
- We believe in empowering our team members to speak up, challenge the status quo, and drive continuous improvement.
- GenAI is getting a lot of attention in the press, the boardroom, and the market—but it needs even more attention from CIOs.
- Because the company didn’t have to develop each use case separately, implementation was faster and cheaper.
- This not only drives impact within IT, but also helps secure organization-wide buy-in and adoption of GenAI.
- By adopting these approaches, CIOs can indirectly address nonaddressable costs.
Instead of building a multitude of use cases one by one, it built the archetypes and then easily reused them. Because the company Web development didn’t have to develop each use case separately, implementation was faster and cheaper. The blueprint helped ensure consistency in model usage, cost management, and operational efficiency—all while accelerating the path to scalable AI solutions. First, programming assistants, such as GitHub Copilot, can boost software development productivity north of 30% when deployed smartly. RAG supplements GenAI’s training by referencing specific content, such as updated information or documents, outside the training data. They are not technology experts, nor do they need to be because capturing AI’s greatest business benefit is not only a technical issue.
Chief Executive Officer – EdTech
GenesisAI allows software developers to easily discover, test, and integrate AI APIs. Our web platform connects companies in need of AI tools with organizations that have developed AI APIs and are looking for ways to monetize them. By activating GenAI within the tech function, CIOs can spark significant and visible value creation. This not only drives impact within IT, but also helps secure organization-wide buy-in and adoption of GenAI. Get one-stop access to capabilities that span the Chief Executive Officer for AI product job AI development lifecycle.
