How ‘AI fluent’ is your executive bench?
- Miriam Mukasa - Inclusive Leadership & AI
- Jul 1
- 4 min read
Whether a company embraces AI, or any other innovation, depends on the culture and leadership example set by the CEO and executive team
One minute AI is all the rage - hyped up by tech leaders, politicians, and the media. The next, there’s a backlash amid growing concerns over: hallucinations and other unsettling outputs. Then come the studies suggesting that, contrary to popular belief, the public, including many leaders, are not embracing AI as enthusiastically as the tech giants and media (both mainstream and social), would have us all believe.
So, what’s the real story?
The truth is nuanced. For some, AI is a transformative force reshaping industries, functions, and roles. For others - including those in management – AI is a threat. Concerns range from hallucinations, bias, fear over job displacements, cybersecurity, deepfakes, resource consumption (clean water, energy, land for data centres), little to no regulation, and more.
For some, AI is a transformative force reshaping industries, functions, and roles. For others - including those in management – AI is a threat
Given all this, is it any wonder that many organisations remain hesitant or sceptical about adopting AI?
And yet, AI has vast transformative potential. From the fusion of science and engineering, to translating text into images and training neural networks to mirror biological neurons, AI can be a genuine force for good.
However, the way AI is being marketed - often by the same individuals who previously pushed NFTs, the Metaverse, AR and VR - is causing many people to switch off. And in doing so, they risk missing out on the very real, tangible benefits AI (particularly inclusive AI), can bring to daily life, not just at work, but in society more broadly.
According to BCG’s April 2025 report, ‘When Companies Struggle to Adopt AI, CEOs Must Step Up’:
Cultural resistance and emotional friction -not tech- are the biggest blockers to (AI) adoption
CEOs must set the tone, champion use, and design adoption strategies centred on people, not just tools
That the CEO is perhaps the most pivotal figure in a company’s adoption of AI
The report also states that roughly 70% of software developers aren't using GenAI, and only one in four organisations are scaling AI.
Many leaders assume that simply providing access to AI tools will guarantee uptake - but this couldn't be further from the truth. BCG refers to this as the “organ rejection” effect: where AI is technically deployed, but culturally rejected. We’re already seeing this - people have access to powerful (and often free) AI tools, yet many use them only for basic queries a few times a week or even not at all.
This is why the tone at the top matters. Whether a company embraces AI, or any innovation for that matter, depends on the culture and leadership example set by the CEO and executive team. No policy, technology, or innovation, however well-intentioned, can succeed without visible leadership commitment not just through words, but through consistent actions.
70% of software developers aren't using GenAI, and only one in four organisations are scaling AI.
Leaders must therefore lead by example both in terms of how they use AI, and in how they support their teams to become AI-literate. This includes helping people to understand AI’s limitations, encouraging them to double-check outputs, and clearly communicating both the risks and the opportunities. Doing so with inclusive language, tone and behaviour is key - especially for those feeling anxious about the future of their roles.
Organisations can also build momentum by involving cross-functional teams in AI pilots. These early adopters can become internal AI ambassadors or “Influencers” who inspire others.
To avoid being left behind, CEOs must prioritise their own AI fluency and that of their teams. It’s not just about the technology. It’s about people. And just as companies adopted “KYC” (Know Your Customer) strategies, today they need KYE - Know Your Employee, approaches that meet people where they are in their AI journey.
But what is exactly is AI fluency?
It is more than understanding tech jargon. AI fluency is about making strategic decisions, communicating effectively with technical teams, and recognising AI’s broader impact - from healthcare and recruitment to the justice system and financial access. It also means involving diverse, interdisciplinary teams when designing or selecting AI tools, to maximise their effectiveness and fairness.
Ultimately, whether AI becomes a core part of your organisation’s future rests in the hands of your leaders.
Because culture starts at the top. And this begins with the C-suite and other leaders.
So, I’ll end by posing this question: How AI fluent is your executive bench?
FYI - If you'd like to explore ways to make your AI systems more equitable and accountable, then please watch my short (<3 min) videos – created for non-technical leaders and with takeaways for tech teams too. Jump straight to videos below:
1. Who we are & what we do – Watch
2. Data & Machine Learning Framework – Watch
3. AI’s role in advancing inclusion – Watch
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ABOUT ME
Helping leaders Design, Build, or Purchase, AI that works for everyone
Consultant specialising in ‘Inclusive Leadership & AI’ advising C-Level executives, leaders, and those in succession, on navigating the dynamic intersection of leadership, technology and inclusivity. Learn more at: https://www.executiveglobalcoaching.com/
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