It is no longer about exploring possibilities: artificial intelligence (AI) has established itself as a decisive factor in strategic decision making at the highest level. This is revealed by the seventh edition of the report Digitization on Boardsprepared by the Global Amrop firm, which places AI in the center of the transformation of business leadership and anticipates the rise of a new managerial role: the Chief AI Officer (CAIO).
This study, based on interviews with leaders of sectors as diverse as the technological, industrial or family businesses, highlights a clear transition: of punctual experimentation to the structural integration of AI in decision -making, in business models and in corporate culture.
The report identifies four key dimensions that allow evaluating the degree of maturity with which organizations are adopting artificial intelligence: from their use in internal processes and products, to its impact on talent, innovation and organizational structure. And the diagnosis is clear: “IA has ceased to be another tool to become a business transformation engine,” says Oscar García-Velasco, director of AMROP Spain.
For García-Velasco, the great jump has occurred between 2023 and 2025: “2023 was a year of tests, to experiment with use cases. But now we are entering a phase where the real applications of AI begin to climb.”
The figure of the Chief AI Officer is emerging as a key to align technology and strategy in the organizations of the future
El Caio: a new actor in senior management
The irruption of AI has given rise to an emerging profile within the address committee: the Chief Ai Officer. This professional should not only know in depth the technical abilities of AI, but also to understand the business strategy and lead organizational change.
“CAIO is not an isolated technologist, but a transverse leader who must speak the language of the management committee and that of the technical team at the same time,” says García-Velasco. Its role resembles that of a strategic translator: it converts the potential of AI into tangible results, and does so ensuring its ethical, scalable and aligned implementation with the values of the company.
Of course, not all companies are ready to immediately incorporate this profile. The report suggests that in organizations in initial phases can be enough to adapt the functions of current cios and ctos or seek external advice.
Lead in times of AI: more questions than answers
Beyond the new positions, the study highlights a deep transformation in the skills that define leadership. It is no longer enough to make informed decisions: now the leaders are expected to ask the appropriate questions, manage uncertainty and combine strategic vision with human sensitivity.
“IA demands leaders with a product mentality, orientation to continuous learning and ability to direct its impact on people,” says García-Velasco. This demand translates into an urgent need for Upskilling Internal, especially in intermediate controls, to build resilient organizations to change.
Human resources in the face of digital talent challenge
The evolution of digital leadership is also shaking the foundations of recruitment. Finding the right professionals, whether they are, responsible for generative or innovation managers, implies redefining the selection and evaluation processes. And not only that: many of these figures could be temporary.
“CAIO, for example, can be a transition figure during the acceleration phase. The important thing is not permanence, but the ability to build adaptive leadership ecosystems,” concludes the director of AMROP Spain.
