CEO đang thúc đẩy việc ứng dụng AI trong doanh nghiệp, nhưng chính họ lại chật vật để bắt kịp
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Nhiều CEO như Andy Katz-Mayfield của Mammoth Brands đang chủ động mời nhân viên cấp dưới đến họp với lãnh đạo để trình diễn cách họ dùng AI tạo sinh nhằm cải tiến chuỗi cung ứng, tài chính và marketing – từ đó thúc đẩy cấp quản lý tiếp cận công nghệ.
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Dù AI được ví như cuộc cách mạng Internet hoặc Cách mạng Công nghiệp, phần lớn lãnh đạo vẫn chưa tích hợp nó vào công việc hàng ngày của mình. Họ thường "duyệt" hơn là "thực hiện".
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Một số biện pháp đang được áp dụng để thúc đẩy lãnh đạo sử dụng AI: dùng Gemini thay Google, tập huấn tại retreat bằng công cụ như Creatify, yêu cầu xây dựng website trong 30 phút bằng Replit.
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Tại công ty luật Mayer Brown, chủ tịch Jon Van Gorp đã chia sẻ việc dùng AI để soạn hợp đồng và tóm tắt văn bản pháp lý. CTO của Daydream thường xuyên chia sẻ prompt Gemini trong bữa trưa thứ Sáu.
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Sandeep Chouksey, CTO của Mammoth, khẳng định việc nhìn thấy kỹ sư sử dụng AI đã giúp ông hiểu công nghệ rõ hơn, từ đó đề xuất để nhân viên trình diễn tại các buổi họp lãnh đạo.
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Chuck Whitten từ Bain & Company nhận định các CEO nhận thức được tầm quan trọng của AI nhưng còn thiếu sự “thực chiến”. 77% CEO cho rằng AI là công nghệ mang tính cách mạng, nhưng chưa tới 50% tin rằng bộ phận công nghệ của họ đủ năng lực.
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Greg Schwartz, CEO của StockX, yêu cầu đội ngũ cấp cao tham gia hoạt động "tự tay làm" với AI tại retreat. Kết quả: dù bị bất ngờ, nhưng mọi người thấy hứng thú hơn khi được trải nghiệm thay vì chỉ nghe thuyết trình.
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Sarah Franklin, CEO của Lattice, nhấn mạnh không ai có kinh nghiệm dày dạn với AI agentic vì công nghệ còn quá mới – chỉ khoảng 6 tháng.
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Ethan Mollick, giáo sư tại Wharton, cho rằng nhiều lãnh đạo không có trí tưởng tượng đủ xa để thấy hết tiềm năng AI. Dù nói AI là tương lai, họ lại không ra quyết định chiến lược liên quan đến nó.
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Chỉ khoảng 20% doanh nghiệp đang thực sự mở rộng ứng dụng AI, phần lớn chưa có kế hoạch hay chỉ tiêu cụ thể, theo khảo sát của Bain.
📌 Dù 77% CEO xem AI là yếu tố chuyển đổi doanh nghiệp, phần lớn vẫn chưa trực tiếp sử dụng công cụ như ChatGPT, Copilot hay Gemini. Chỉ 20% công ty đang mở rộng triển khai AI, phần còn lại thiếu lộ trình và hướng dẫn rõ ràng. Những CEO như tại Mammoth Brands hay StockX đang dùng phương pháp "thử nghiệm thực tế" để thúc đẩy sự hiểu biết thực sự trong giới lãnh đạo.
https://www.nytimes.com/2025/08/16/business/ceos-adopt-ai.html
C.E.O.s Want Their Companies to Adopt A.I. But Do They Get It Themselves?
Some are being nudged to learn how to use the nascent technology. Coming to the C-suite retreat: mandatory website-building exercises using A.I. tools.
Listen to this article · 9:16 min Learn more
In March, Andy Katz-Mayfield, a co-founder of the razor brand Harry’s, started inviting junior employees to monthly meetings usually reserved for his most senior leaders. The purpose was for lower-level workers to show off how they were using generative artificial intelligence to improve the supply chain, finance and marketing.
But Mr. Katz-Mayfield had another purpose, too: getting the top executives comfortable with using A.I. themselves.
“Building familiarity with these tools opens people’s eyes,” said Mr. Katz-Mayfield, who is also a chief executive of Harry’s parent company, Mammoth Brands. “Through demos and stuff, people are like: ‘Oh, that’s cool. I didn’t think about that, but I now realize why this is important for my team.’”
Executives refer to the promise of A.I. with grandiose comparisons: the dawn of the internet, the Industrial Revolution, Carl Friedrich Gauss’s discovery of number theory. But while boards and top executives may mandate using A.I. to make their businesses more efficient and competitive, many of those leaders haven’t fully integrated it into their own workdays.
As with most technological advances, younger people have taken to A.I. more quickly than their elders. And the work that people do earlier in their careers — inserting data into spreadsheets, creating decks, coming up with designs — also lends itself to playing around with the technology. Top executives, on the other hand, are often several steps removed from the mechanics. Once they’re in the C-suite, days are filled with meetings. Less doing, more approving.
So to nudge high-level managers, chief executives who have fully embraced A.I. are trying new tactics. Some have told senior leaders to use Gemini, Google’s A.I. assistant, before defaulting to Google search. Some are carving out time at corporate retreats to play around with generative A.I. tools like Creatify.
At Mayer Brown, a law firm in Chicago, its chairman, Jon Van Gorp, has shared with the partners how he uses a generative A.I. tool built for legal professionals to help draft contracts and distill the most salient points from his own writing. At a fashion start-up called Daydream, Friday lunches are devoted to employees’ sharing how they’re using generative A.I. tools; the chief technology officer has shared her Gemini prompts from the week.
Mammoth’s chief technology officer, Sandeep Chouksey, 41, is well aware of A.I. and has been playing around with ChatGPT since it came out nearly three years ago. But he found that watching the engineers on his team helped him understand the technology better. He figured his peers needed to get their eyes on it, too, and suggested inviting employees who were working closely with A.I. to the leadership meetings.
The work of senior executives “doesn’t lend itself to actually experimenting with the technology,” Mr. Chouksey said. “I knew that the other leaders needed to see what I was seeing — all the bottom-up work that was happening.”
Did You Test That With ChatGPT?
Chuck Whitten is witnessing how company executives are gradually wrapping their heads around the A.I. phenomenon. He is the global head of digital practices at Bain & Company, a management consulting firm where his job is to advise chief executives about technology. They understand the importance of integrating A.I. into their companies, he said, but don’t yet have a feel for the technology itself.
He was in their shoes not too long ago. In 2021, he left Bain after 22 years to become a co-chief operating officer at Dell Technologies. He was in that job when ChatGPT rolled out. He describes it as a “lightning bolt” moment. Part of the reason he returned to Bain was realizing that senior leaders needed assistance entering the “golden age of artificial intelligence,” he said.
“I think the majority that I see are just experimenting with the basics, sort of trying Copilot or ChatGPT for the occasional email, draft or quick fact check,” Mr. Whitten said. “This is not a tool you can delegate down the hall to the chief information officer. They need to be hands-on in both where the technology is going and how they can apply it today.”
While 77 percent of chief executives think A.I. is transformative for business, fewer than half thought their technology officers were up to the task of navigating the current digital landscape, according to a survey of 456 chief executives by Gartner, a research and advisory firm, released in May.
Every chief executive is trying to “figure out whether they’re set up for the future or not and how the world looks on the other side of this technology transformation,” said Tom Pickett, the chief executive of Headspace, a wellness app. “They’re facing this constant change, which just leads to stress and everyday anxiety.”
Mr. Pickett has dealt with his own anxiety by using A.I. chatbots as much as possible. He joined the company last August and said chatbots had helped him get up to speed in his role. He uses ChatGPT or Gemini to do research and receive advice about business moves, such as potential partnerships with other companies. He said it helped him “learn 10 times as much or test 10 times as many ideas in a very lightweight way.”
In the past, he said, “I would have had to ask the resident expert or somebody who worked with that company to really give me a debrief,” Mr. Pickett, 56, said. “And instead, in five minutes, I’m like, ‘Oh, OK, I get this.’” (He said he had also consulted people in his company, but now “the conversations are more productive.)
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Sarah Franklin, the chief executive of Lattice, a human-resources software platform, said it could be difficult to get executives to use new tools, and in internal meetings she regularly asks, “Did you test that message with ChatGPT?”
Ms. Franklin, who previously was the chief marketing officer at Salesforce, has been using generative A.I. tools since they came on the market. But the technology is moving quickly, and everyone is trying to figure it out on the go.
“Nobody has 10 years of agentic A.I. experience right now. They at best have six months. So nobody is fully prepared,” Ms. Franklin, 49, said. “What we have right now in the world is a lot of optimism combined with a lot of FOMO.”
Tinkerers in the C-Suite
Fear of Missing Out can be the mother of innovation, it seems.
In January, Greg Schwartz, the chief executive of StockX, was scrolling X, formerly Twitter, when he saw several users posting projects that they had made with various A.I. coding apps. He downloaded the apps.
He hadn’t written a line of code in years. But using the apps got his mind racing.
During a corporate retreat in March, he decided to push 10 senior leaders to play around with these tools, too. He gave everyone in the room, including the heads of supply chain, marketing and customer service, 30 minutes to build a website with the tool Replit and make a marketing video with the app Creatify.
“I’m just a tinkerer by trait,” Mr. Schwartz, 44, said. “I thought that was going to be more engaging and more impactful than me standing in front of the room.”
There was a “little bit of shock” when he presented the exercise, he said. But he tried to remind people it was a fun activity. They weren’t being graded.
Their discomfort is normal, said Ethan Mollick, a professor at the University of Pennsylvania’s Wharton School and author of the newsletter One Useful Thing and the book “Co-Intelligence: Living and Working With AI.”
“A.I. is weird and off-putting,” Mr. Mollick said. “There’s a lot of psychological resistance to using the systems even for people who know they should be doing it.”
Many organizations, he added, have a “real failure of imagination and vision” when it comes to the power of these systems.
“The main issue is that leaders have to take a leading role,” Mr. Mollick said. “They all say A.I. is the future, use A.I. to do stuff. And then they don’t make any decisions or choices.”
About half of companies do not have road maps for integrating A.I., according to a Bain survey. Mr. Whitten at Bain said that about only 20 percent of companies were scaling their A.I. bets and that most didn’t have benchmarks for how workers should use A.I.
At Mammoth Brands, Mr. Katz-Mayfield said that he and his team had discussed providing incentives to employees who used artificial intelligence, but that they hadn’t needed to. The energy around experimenting is working for the company. In the last meeting it had five demos on the docket, but didn’t get to all of them because senior leaders were “asking so many questions and wanting to see different things.”
“If the leadership team is excited and engaged in that stuff,” Mr. Katz-Mayfield said, “that’s probably more than half the battle.”
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