82% of the new generation of leaders have AI as part of their roles

Year over year, the number of senior executives who directly include AI in their business strategy rose from 76% to 82%, and nearly half are already integrating the technology into their products or testing it in other areas. The data is from the report Data, Analytics, and Artificial Intelligence Executive Organization and Compensation Survey, by Heidrick & Struggles, which identifies AI as one of the key requirements for executives in the coming years. Although enthusiasm for the technology remains strong, the focus on return on investment is growing, with leaders approaching AI more strategically.

For Paulo Mendes, Partner and Heidrick & Struggles“ Latin America Leader, this shift in mindset is directly related to the profile of the new generation of executives. According to him, ”we are seeing the emergence of more technological leaders prepared to use AI strategically, transforming end-to-end processes and raising the level of companies' competitiveness. This transition marks an important moment, where leadership stops merely adopting tools and starts seeing artificial intelligence as an essential part of corporate strategy.".

The study, which reveals the adoption and readiness of C-levels in 2024, indicates that more advanced leaders are only beginning to unlock AI's full potential. Its successful implementation requires strategic leadership and cross-functional collaboration, and 59% of the C-levels who participated in the survey agreed that they already have sufficient resources for the current budget period to meet their organization's expectations.

The survey, which also details the behavior and trends of executive careers in 2024, shows that data, analytics, and artificial intelligence responsibilities are managed by individuals with titles such as Head of Data and Analytics and Senior Data and Analytics Leader. In 2024, 49% of respondents hold C-level positions, compared to 44% in 2023. 

“Without the direct involvement of the executive, there is a risk of duplicated efforts. Centralizing and optimizing initiatives can mitigate this risk and ensure more effective AI integration. There is still a shortage of talent with adequate technological knowledge, and this gap is expected to persist for the next three to six years. During this period, we will see the emergence of a new generation of leaders better prepared to strategically leverage AI and transform end-to-end business processes,” says Mendes.

In the past year, respondents were generally optimistic about both their own future and the long-term governance of their companies. Two-thirds believe they can progress within their own organization without needing to leave, and more than half (59%) feel they already have a prepared successor who is as qualified as, or even more qualified than, what the external market can offer.

As data, analytics, and AI become increasingly central to business strategy, organizations need to ensure that talent-related issues are integrated into the corporate strategy. “Failing to plan for succession and not offering growth opportunities can lead to the loss of excellent leaders who would otherwise remain in the company if they saw a clear path for internal development,” concludes Mendes.