The greatest untapped AI isn’t a new model or a faster chip; it’s the executive team already sitting in your boardroom.
For the past year, corporate America has been energized by a cycle of feverish investment. Organizations have poured billions of dollars into the promise of artificial intelligence, seeking new ways to create efficiencies, strengthen security and governance, and empower employees to perform their tasks faster and more securely. Yet, despite this massive collective effort, many are left wondering why the needle on economic growth has not yet moved in proportion to the investment.
Are we not becoming more efficient as a society? Is the promise of increased safety still within reach?
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According to the State of AI in Business 2025 report, while enterprise investment has reached an estimated 40 billion dollars, nearly 95% of organizations have yet to see a measurable return on their initial AI pilots. This gap is not a reason for discouragement. Instead, it is a clear signal of where our next great opportunity lies. The missing link to unlocking the true value of AI is not found in the code. It is found in the confidence and AI and technical fluency of our leadership teams.
Navigating High-Stakes Complexity
The most effective leaders today are those who can navigate the complexities of data security and high-stakes financial investment. To move from a pilot program to a company-wide success, a digital transformation requires leadership that is fully on board. This goes beyond just signing off on a budget. It requires a C-suite and a Board that fundamentally understand how the technology works and when it creates value. When leaders understand the how and the why behind their digital tools, they can lead with clarity. Our recent survey, conducted by The Harris Poll, found that 56% of technology decision makers identify data security, privacy, and intellectual property concerns as their biggest risk factors.
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With over half of organizations prioritizing security and intellectual property, the demand for tech-aware leadership has never been greater. When a leadership team prioritizes its own technical literacy, security stops being a source of quiet anxiety and becomes a strategic enabler.
From Awareness to Action
The goal for today’s boards and executive teams is to move from awareness to action. We are currently seeing a shift in how the most successful organizations view their executive talent. The goal is no longer to rely on one technical expert in the room. The goal is to ensure the entire room is AI and tech-fluent.
Our data shows that nearly 37% of leaders anticipate that upskilling existing executives and increasing overall technical fluency will be their biggest talent opportunity this year. This is a positive, proactive trend. By prioritizing technical fluency as a core leadership competency, companies can mitigate the risks of security and cost while turning potential hurdles into long-term competitive advantages.
Succession Through a Technical Lens
This evolution is also reshaping the future of the C-suite. One in three organizations is now using cyber-readiness, AI governance, and technical fluency as a specific lens for succession planning. This demonstrates a growing realization that the leaders of tomorrow must be as comfortable discussing data governance as they are discussing quarterly earnings.
The current 95% gap in AI ROI is simply a reflection of an adjustment period, and adjustment periods, by nature, are temporary. The organizations that will emerge from this moment better equipped for the future are not necessarily those with the most sophisticated tools. They are the ones that prioritize the human element of technology, ensuring that every person in the boardroom understands what those tools are actually doing, and why it matters. That clarity doesn’t come from the technology itself. It comes from the people trusted to lead it. And that is perhaps the most promising finding in all of our data: the leaders are ready to learn.
About the Author: Aileen K. Alexander is the Chief Executive Officer of DSG Global, an award-winning executive search and consulting firm. Her responsibilities include oversight and management of the company. She previously served as Vice Chair, leading the firm’s Global Corporate Practice. Based in Philadelphia, Alexander is a recognized leader in the executive search and talent management industry, having led C-suite and Board level searches from large, global corporations to high growth entrepreneurial companies. Before embarking on her career in executive search, Aileen worked in international security and defense policy at the Department of Defense and U.S. House of Representatives. She is also a military veteran, having served as a Captain in the U.S. Army.
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Author: Aileen Alexander
