Does AI Success Depend on Leadership as Much as Technology?

Companies around the world spent more money than ever on artificial intelligence in 2025, and that spending more than doubled compared to the year before. But a major survey found that most company leaders are not yet seeing big financial gains from AI. Only 12 percent of CEOs said AI had helped them cut costs and earn more money at the same time. Experts say the problem may not be the technology itself — it may be how companies are leading the change.

AI and digital transformation expert David Tyler believes that people, not programs, are the key to making AI work. In his experience helping companies change how they use technology, the best results come when workers understand, trust, and use AI well. 'Technology can accelerate progress, but people decide whether that progress becomes meaningful,' Tyler says. He adds that good AI plans always start with shared understanding, because informed choices lead to lasting value.

Many company leaders think of generative AI as a tool that can fix any problem. Generative AI is a type of AI that can write text, answer questions, and create content almost instantly. Tyler warns that this thinking can cause trouble, because different kinds of AI are built for different jobs. Choosing the right one requires understanding the business problem first, before picking the technology.

Getting ready for AI involves much more than buying software. Tyler says many companies start using AI before they have good data, clear rules, or a plan for who is responsible for what. Some organizations also rush to show fast results, which can lead to decisions that are quick but not smart. Leadership, teamwork, and a shared plan are all important parts of making AI work well for everyone.

Workers also have questions and worries about AI that deserve honest answers. Some employees wonder if AI will change their jobs or make their own skills less important over time. Others wonder if relying on AI too much could make it harder to think critically on their own. Tyler believes companies do better when they talk openly about these concerns instead of ignoring them.

Tyler says experience is one of the most valuable things a company has. AI can quickly read documents, make suggestions, and speed up routine tasks. But important leadership decisions often need something AI doesn't have — years of real-world knowledge, strong relationships, and professional judgment. Tyler sees AI as a tool that makes experienced people even more effective, not one that replaces them.

How companies train new workers is another big concern. Research shows that AI helps most with structured, repeatable tasks. But entry-level jobs have traditionally been where future leaders learn to think, observe, and solve problems. If AI takes over too many of those learning moments, companies may find it harder to grow strong managers and experts from within their own teams over time.

Tyler offers a clear set of ideas for companies that want to use AI well. He says organizations should start with high-quality data, set up rules and accountability before things get too big, and keep teaching employees so they grow with confidence. Bringing in AI through specific business goals lets teams measure what's working and improve over time. Success, he says, should be measured across many areas — not just money, but also customer experience, employee growth, and long-term organizational strength.