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Executives often recognize privately that AI requires fundamental changes to pricing, staffing, and business models, yet abandon those positions during group discussions. The authors call this pattern “AI leadership drift,” where reassuring narratives replace difficult strategic decisions.
To counter it, leaders should ground discussions in their own data rather than industry hype, study how comparable firms are responding to AI, tie every AI initiative to a strategic question with a review date, and assign someone responsibility for keeping uncomfortable issues on the leadership agenda.
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