A report by Publicis Sapient sheds light on the disparities between the C-suite and practitioners, dubbed the “V-suite,” in their perceptions and adoption of generative AI.
The report reveals a stark contrast in how the C-suite and V-suite view the potential of generative AI. While the C-suite focuses on visible use cases such as customer experience, service, and sales, the V-suite sees opportunities across various functional areas, including operations, HR, and finance.
Risk perception
The divide extends to risk perception as well. Fifty-one percent of C-level respondents expressed more concern about the risk and ethics of generative AI than other emerging technologies. In contrast, only 23 percent of the V-suite shared these worries.
Simon James, Managing Director of Data & AI at Publicis Sapient, said: “It’s likely the C-suite is more worried about abstract, big-picture dangers – such as Hollywood-style scenarios of a rapidly-evolving superintelligence – than the V-suite.”
The report also highlights the uncertainty surrounding generative AI maturity. Organisations can be at various stages of maturity simultaneously, with many struggling to define what success looks like. More than two-thirds of respondents lack a way to measure the success of their generative AI projects.
Navigating the generative AI landscape
Despite the C-suite’s focus on high-visibility use cases, generative AI is quietly transforming back-office functions. More than half of the V-suite respondents ranked generative AI as extremely important in areas like finance and operations over the next three years, compared to a smaller percentage of the C-suite.
To harness the full potential of generative AI, the report recommends a portfolio approach to innovation projects. Leaders should focus on delivering projects, controlling shadow IT, avoiding duplication, empowering domain experts, connecting business units with the CIO’s office, and engaging the risk office early and often.
Daniel Liebermann, Managing Director at Publicis Sapient, commented: “It’s as hard for leaders to learn how individuals within their organisation are using ChatGPT or Microsoft Copilot as it is to understand how they’re using the internet.”
The path forward
The report concludes with five steps to maximise innovation: adopting a portfolio approach, improving communication between the CIO’s office and the risk office, seeking out innovators within the organisation, using generative AI to manage information, and empowering team members through company culture and upskilling.
As generative AI continues to evolve, organisations must bridge the gap between the C-suite and V-suite to unlock its full potential. The future of business transformation lies in harnessing the power of a decentralised, bottom-up approach to innovation.
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