Across large enterprises, AI is moving quickly from experimentation into daily work. That shift is forcing leaders to confront issues they can’t delegate to technology: how performance is measured, how people are supported through change, and how values show up when machines start doing more of the work. Not every company is approaching those questions in the same way.
Some organizations are responding by racing for efficiency. Others are stepping back to define, or reaffirm, what kind of company they want to be as AI becomes more embedded in the organization; and what obligations they still owe the people who make the business run.
