Success Factor 01 Champion AI as a strategic priority for the entire organization, with full "In the last five years, we sponsorship from leadership started to use AI as one of our Companies can create strong AI And for the CEOs of Achievers, main drivers in the business. strategies, but unless those strategies creating a culture of innovation is itself Five years ago, AI was not receive enthusiastic support from the CEO a deliberate, strategic move—one that is and the rest of the C-suite, they’re likely to used as a vehicle for experimentation critical at all … [but today] it’s flounder, competing with other initiatives and learning across the organization. becoming critical. I would say, for attention and resources. In fact, 48% of Achievers embed between 0 and 10, [AI] has Achievers are more likely to have formal innovation in their organizational senior sponsorship for their AI strategies: strategies, while just 33% become something like an 8."3 we found that 83% of Achievers have such of Experimenters do. sponsorship, while only 67% of Builders and just 56% of Experimenters have it. CEO of a German automotive parts and equipment manufacturer Our research also suggests that the best AI strategies tend to be bold, even when they have modest beginnings. Bold AI strategies, in turn, help spur innovation. The art of AI maturity—Advancing from practice to performance 19