Artificial intelligence may be the most transformative technology of our generation, yet it's failing spectacularly inside most organizations. According to data from MIT, 95 percent of AI projects deliver zero returns. Meanwhile, 79 percent of U.S. CEOs believe that if they don't generate AI ROI within the next two years, they'll lose their jobs. That combination, pressure without clarity, has created what management consultant David Yunger calls "an existential moment for every leader."
"Leaders are being told they're 95 percent likely to fail, but if they don't succeed, they're out," says Yunger, co-founder of Vaital, a Seattle-based AI strategy and solutions firm. "It's no wonder people are paralyzed. They don't have a plan, they don't have a team, and they're staring at what feels like an impossible task."
Fear is at the root of many failed AI efforts. Companies rush to adopt AI because everyone else is doing it, or because leaders are afraid of appearing stagnant. That fear trickles down the organization, creating cultures defined by anxiety instead of innovation. "Culture eats strategy for breakfast," Yunger says. "If your people don't feel safe, you're done. You have to flip the model from 'us versus them', to 'us with AI against the competition.'"
According to Yunger, many leaders compound the problem by starting with technology instead of the business problem they're trying to solve. "AI is really complicated," Yunger says, "but business is really simple. It comes down to three things: competitive advantage, profitability, and velocity." Yet most projects fail to connect those dots, turning into expensive science experiments with no tangible impact.
Vaital's solution begins with what it calls the AI Battle Plan, a five-hour executive workshop designed to bring alignment across the C-suite. Participants identify and rank their most promising AI ideas based on business impact. Small, medium, or large for competitive advantage and profitability; fast, medium, or slow for velocity. "It's simple," Yunger explains, "but simplicity brings clarity. By the end of one session, the team walks out aligned around the big ideas that will drive momentum forward."
Yunger argues that successful AI transformation starts with pain, not polish. "The best solutions come out of the biggest problems," he says. For example, a global automaker discovered it was significantly overpaying each year in warranty claims simply because verifying them manually was costly. "By applying synthetic data, computer vision, and targeted AI models, we were able to deliver a solution in 90 days," says Yunger.
The ability to deliver measurable impact quickly is what sets Vaital apart. "Our clients tell us, 'You think like a big four consulting firm, but you move like a startup,'" Yunger says. "That's what's needed now, big-picture thinking with startup speed."
Instead of spending years fixing every dataset before deploying AI, Vaital encourages companies to start small, prove success, and repeat. Its "Set, Ready, Go" model begins with defining the right strategy, preparing only the data needed for that problem, and then delivering a quick win to build momentum.
For Yunger, the real transformation isn't technological, it's cultural. "If the CEO is petrified, the whole organization will be," he says. "True leadership means naming that fear, creating safety, and turning anxiety into action." That's how organizations move from inertia to empowerment, from doubt to measurable results.
AI has reached a point where inaction is no longer an option. But survival depends on clarity, not complexity. According to Yunger, companies that chase AI for the sake of appearances will continue to fail. Those that anchor AI in real business priorities, and have the courage to start with the problem instead of the promise, will capture ROI now and lead the next era of growth. "You don't have three years to wait for the perfect plan," Yunger says. "Start with one pain point, solve it, and build from there. Momentum is the best insurance you can buy."
