AI is a test, not a destination

Artificial intelligence has become the latest finish line in the race to become digital. Company leaders demand AI pilots, management teams scramble for generative AI strategies, and vendors push solutions promising to reinvent entire industries. The assumption is that if companies adopt AI, growth and efficiency will follow.

But the reality is different. AI and digital capabilities do not create business value on their own. They only matter when aligned with business strategy, operations and measurable outcomes. AI is the clearest test yet of whether your organization is treating technology as a destination or as a disciplined enabler of business objectives.

The risk of chasing AI and technology

Many organizations pursue digital initiatives with the best of intentions. They invest in automation, cloud platforms and AI tools to stay current or respond to vendor pressure. But without a clear business case or strategic alignment, these investments often fail to measurably improve the customer experience, reduce cost or enable growth.

Introducing AI technology can add complexity and introduce new risks like hallucinations in customer-facing tools, especially when foundational elements like cybersecurity or data governance are overlooked. It can also lead to unvetted data leakage or compliance exposure under emerging AI regulations. The core issue is that company leaders often make technology-driven, digital-first decisions in isolation, disconnected from strategy.

Strategy must come first

Transformation starts with clarity on outcomes. Is the priority revenue growth, efficiency, risk reduction or talent enablement? Company leaders should implement AI and digital tools to support those outcomes, not the other way around.

This shift in mindset requires leaders to ask, “What outcomes are we trying to achieve, and how can AI help us get there?” rather than “What AI tools should we adopt?” or “How can AI save us money?”

In practice, this means:

• Embedding IT in strategic planning. Chief information officers, data officers and IT leaders must sit at the table when business strategy is shaped, not be pulled in later to bolt on technology. Core strategy starts at the top, with strategic decision makers together in the room.
• Prioritizing enablement and ownership over experimentation. When company leaders view IT as a business enabler and not a cost centre, the business owns AI and digital initiatives. In this scenario, technology is more likely to deliver the expected value.
• Balancing people, process and risk. AI initiatives will fail if leaders assume the technology alone drives the change. Successful transformation depends on aligning people, processes and systems to achieve a shared business outcome.

The takeaway

AI, automation tools, generative models and cloud-native platforms are reshaping how businesses operate. But without outcome alignment, these tools can become distractions or, worse, liabilities.

As AI becomes standardized, the differentiating test will not be who adopted it first, but who adopted it best. Organizations that treat AI as a strategic enabler will realize lasting value. Those that chase it as the destination will find themselves with sunk costs, missed opportunities and heightened risk.