C-Suite GenAI Agenda

How to Empower GenAI Leaders and Practitioners

By David H. Deans

Now the adoption of your Generative AI game plan is in motion. Your organization has taken a bold step in establishing a GenAI Polymath leadership role. And, you have followed the outline and implemented the CEO GenAI Playbook. To gain the full potential of this innovative approach and ensure your champion delivers meaningful digital business growth, the C-suite must now consider several key areas.

Essential Next Steps for the C-Suite Members

Strategic Alignment and Goal Setting

• Focus on Business Outcomes: For example, the CEO and CMO should collaborate with the GenAI Polymath to translate the overarching digital growth goal of "increasing customer acquisition by 20 percent in the next year" into specific objectives like "developing a Generative AI-powered marketing campaign that personalizes product recommendations and generates a 10 percent lift in conversion rate."

• Industry Benchmarking: For example, the COO or CTO should research industry leaders utilizing Generative AI in similar functions, like product development or supply chain optimization, to identify best practices and potential applications for your organization.

• Risk and Opportunity Assessment: For example, the CFO and GenAI Polymath should co-develop a risk assessment for potential biases in AI-generated outputs and mitigation strategies, such as implementing human oversight and fairness checks.

Enabling Environment and Resource Allocation

• Cross-functional Collaboration: For example, the CHRO should facilitate learning workshops and communication channels between the GenAI Polymath, relevant departments (e.g., IT, Marketing, Operations), and key stakeholders to ensure a clear understanding of GenAI capabilities and encourage collaborative problem-solving.

• Data Infrastructure Assessment: For example, the CIO should collaborate with the GenAI Polymath to assess existing data infrastructure and resources, identifying any gaps in data quality, accessibility, and security for successful GenAI implementation. They could also explore the need for potential investments in data storage, processing, and governance.

• Budget Allocation: For example, the CFO should work with the GenAI Polymath and relevant department heads to define a dedicated budget for GenAI initiatives. This could include funding for pilot projects, technology investments, and talent acquisition for supporting teams.

Performance Measurement and Learning

• Developing Success Metrics: For example, the CMO, in collaboration with the GenAI Polymath, could define KPIs like "reduction in customer acquisition cost by X percent" or "increase in customer satisfaction by Y percent" to track the impact of the GenAI-powered marketing campaign on business objectives.

• Data-driven Decision-Making: For example, the CEO should encourage a culture of data-driven actions by requiring all departments to leverage insights from GenAI-generated data alongside other data sources to inform future strategies and resource allocation.

• Agile Experimentation: For example, the COO should create a culture of experimentation within the organization, encouraging the GenAI Polymath and supporting teams to test and refine GenAI applications based on performance data. This could involve implementing rapid use case prototyping methodologies and establishing clear feedback loops.

Communication and Change Management

• Executive Sponsorship: For example, the CEO should assign themselves or another C-suite executive, such as the CTO or CMO, as a sponsor to champion each new GenAI initiative. This sponsor would be responsible for advocating for the initiative, addressing roadblocks, and ensuring strategic alignment with overall business goals.

• Internal Communication Plan: For example, the CHRO, in collaboration with the GenAI Polymath, should develop a communication plan to educate employees across all levels about the role of the GenAI Polymath and the benefits of Generative AI adoption. This could involve town hall meetings, internal newsletters, targeted training sessions, and the development of instructive "how-to" guides.

• Change Management Strategy: For example, the CHRO could anticipate potential resistance to change from employees concerned about job displacement, or who are unfamiliar with proven GenAI benefits. They should develop a professional certification bonus plan to address these predictable concerns, foster a culture of continuous learning, and offer other upskilling incentives for the workforce.

By proactively addressing these areas in your agenda with specific actions, the C-suite can empower the GenAI Polymath to maximize the transformative potential of Generative AI, guarantee the required skills attainment or knowledge transfer, and drive substantial digital business growth for your organization.

Now you're ready to develop and apply our framework for building a portfolio of GenAI Use Cases.

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