Generative AI: Differences Between Executives and Practitioners

Research conducted by Publicis Sapient highlights significant differences between executive leaders and practitioners, also known as the "V-suite," regarding their views and usage of generative artificial intelligence.

The findings illustrate a clear divergence in how the C-suite and V-suite perceive the capabilities of generative AI. The C-suite is primarily focused on its application in enhancing customer experiences, services, and sales, whereas the V-suite identifies broader opportunities in operations, human resources, and finance.

This gap also reflects in their approach to risks. Over half of the executives expressed greater concern about the risks and ethical implications of generative AI compared to other new technologies, while only a smaller portion of practitioners shared similar concerns.

Simon James, Managing Director of Data & AI at Publicis Sapient, remarked: "The C-suite seems more preoccupied with broad, theoretical risks, akin to Hollywood's depiction of a rapidly advancing superintelligence, than the V-suite does."

The report acknowledges the prevailing ambiguity in the current generative AI landscape. Organizations find themselves at different levels of maturity at once, with many struggling to set clear success benchmarks. Over two-thirds of those surveyed lack criteria to evaluate the impact of their generative AI initiatives.

Despite the executives' emphasis on prominent applications, generative AI is quietly revolutionizing back-office roles. Many V-suite practitioners view AI as tremendously important for functions such as finance and operations in the coming years, a sentiment less echoed by the C-suite.

The report advocates for a diverse approach to innovation projects to leverage generative AI's full potential. It suggests leaders concentrate on effective project delivery, close supervision of unapproved IT operations, minimizing redundancy, empowering field experts, linking business units with IT leadership, and involving risk managers early and frequently.

Daniel Liebermann, Managing Director at Publicis Sapient, observed: "It's challenging for leaders to comprehend how individuals are employing tools like ChatGPT or Microsoft Copilot, much like grasping internet usage patterns."

The report finalizes with five strategies for promoting innovation: implement a diverse project approach, bolster interaction between IT and risk departments, identify internal innovators, utilize generative AI for information management, and boost team enthusiasm through culture and skill development.

As generative AI advances, it's imperative for organizations to narrow the divide between top executives and practitioners to fully exploit its capabilities. Embracing a collaborative, grassroots method for innovation is key to future business transformation.