Not yet, is the answer to the title’s question.
In today’s rapidly evolving landscape, the integration of artificial intelligence (AI) is becoming an inevitable reality for organizations. Kriti Sharma, the Chief Product Officer of Legal Tech at Thomson Reuters and Founder of AI for Good, emphasizes that the unremitting advance of AI necessitates the development and implementation of a well-defined strategy and policy. Whether companies are fully immersed in the AI revolution or not, preparing for its impact is crucial, especially considering its integration into various software applications. Sharma asserts that all organizations should have an AI strategy and policy in place. This approach involves educating employees, implementing processes to ensure responsible AI usage, and fostering a culture of learning and exploration of the technology.
Sharma suggests that establishing these foundational principles is particularly important before AI adoption becomes mainstream. Despite the current surge of interest in generative AI, there is still a significant journey ahead for AI to fully mature and realize its potential across all sectors. For technology leaders, it is essential to prioritize the right use cases. The majority of these cases currently focus on internal processes to enhance productivity and efficiency or on low-risk initiatives to create new revenue streams and improve customer services.
Lily Haake, Head of Technology and Digital Executive Search at Harvey Nash, concurs with this perspective, citing preliminary findings from the forthcoming Digital Leadership Report. These initial figures reveal that only a fraction of organizations are actively piloting AI initiatives, while a substantial portion has yet to engage with AI or develop any AI-related policies. Obstacles to AI adoption include cultural resistance, inadequate access to relevant skills, difficulty demonstrating a clear business case, and lack of suitable tools and technology.
Haake emphasizes that despite the excitement surrounding AI, a full-scale revolution is not imminent within the next five years. The market is still in its nascent stage, and most organizations are not yet creating dedicated AI positions. Instead, they are expanding the responsibilities of existing roles to encompass AI functions. Roles such as AI Architects, AI Data Engineers, Prompt Engineers, AI Product Managers, AI Business Analysts, and AI Ethics Officers are being integrated into various teams.
A significant development in this landscape is the emergence of the Chief AI Officer (CAIO) position. This role focuses on developing a comprehensive AI strategy aligned with overall business objectives. However, Haake advises caution in “panic hiring” for this role, as many organizations may not yet require such dedicated leadership due to their evolving AI maturity levels. CAIOs are particularly valuable for businesses that have identified AI as a strategic priority and seek transformative impact in areas such as operations, decision-making, and competitive advantage.
As AI continues its journey into the mainstream, new roles are anticipated to emerge, including AI Auditors and Testers, AI Anti-Bias Specialists, and AI Co-Pilots. These roles reflect the growing need for expertise in ensuring AI system accuracy, bias mitigation, and effective utilization across various business functions. Beyond IT and digital, other sectors such as HR and legal are also expected to incorporate specialized AI roles to ensure that the necessary expertise is embedded throughout the organization.
