Leading a Generative AI-fuelled enterprise: A CEO series

About the series

Generative AI remains a high priority for CEOs, and according to our latest Fortune/Deloitte CEO Survey, 79% believe accelerating innovation is one of the top use cases for implementing Generative AI (GenAI).

With this series of thought leadership pieces, Deloitte aims to help CEOs see ahead into the future to imagine and pursue a GenAI vision that maximizes value for their organizations.

Article 1: A CEO's guide to envisioning the Generative AI enterprise
 

The success of a company’s GenAI adoption often rests on how well the CEO sets the tone and casts the vision for the enterprise.

Over the past year, awareness of GenAI seemingly boundless possibilities has continued to expand. This exponential growth has instilled a growing belief among CEOs and other business leaders that it has the potential to significantly augment, if not substitute, even the most intricate and unstructured avenues of value creation.

But the reality of the past year is stark. There has been a lot of activity and interest, and plenty of proofs of concept and demos, and yet, a disjointed approach has prevented most companies from fully harnessing the potential of GenAI. Moreover, the hard investment tradeoffs that CEOs have had to face have limited their ability to develop critical capabilities, including foundational technology and workforce investments. The GenAI shift requires business leaders—most acutely, CEOs—to alter how they lead the enterprise.

Read more about article 1 in the series here

Article 2: Three roles CEOs need to play to scale Generative AI
 

CEOs belong on the front line of decision-making—especially when it comes to imagining and implementing GenAI for business success. They need to set the vision, communicate that vision, and then make the right investments to accelerate the journey toward success.

The strategic opportunities GenAI presents require CEOs to take a deep dive into their organization’s technology agenda. Given the staggering choices and outsized impacts of GenAI, CEOs should be at the centre of key decisions they would normally delegate. They’ll need to decide whether to be a first mover or a fast follower, whether AI is needed for innovation or productivity, and whether they should be building or buying AI capabilities.

Read more about article 2 in the series here

Article 3: The role of the CEO in tomorrow’s Generative AI world
 

Those in the C-suite are no stranger to transformation and innovation. But as GenAI accelerates disruption across industries, CEOs must learn to balance technology with human insight.

GenAI isn’t just another tool in the executive toolkit—it’s redefining leadership itself. Through fictional narratives, we’ll illustrate a future in parallell that demonstrates the shift in a CEO’s day from today to not so distant AI-fuelled future. See how AI can ignite innovation and equip yourself with the insights needed to lead the future.

Read more about article 3 in the series here