aiqbench analysis
This article argues that successful AI adoption in hierarchical Asian markets requires senior leaders to visibly embrace learning and drive top-down cultural shifts rather than relying on bottom-up organic growth. By positioning executives as active students who seek out negative feedback, organizations can bridge the widening gap between simple productivity gains and deep operational reinvention. The core insight is that leadership behavior, not just tool availability, determines whether AI becomes a transformative force or merely an efficiency tweak.
Why Asia’s AI moment depends on leaders, not tools
Accenture's Ryoji Sekido argues the deference that slows change elsewhere can speed up AI adoption—if leaders learn in public and go looking for bad news.
And in AI, that’s an enormous lever to get companies to embrace this new technology. Organizations often run the same AI playbook: Tell people to try it, reward those who show curiosity, and see what sticks. That approach may have worked for the first phase of AI adoption. It won’t work for the second. The gap is widening between companies using it mainly for productivity, and those embedding AI into how they…
Excerpt shown under the publisher's RSS terms · 72 words · full text and figures are on the publisher's site
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