How CEOs are turning AI investment into a competitive advantage
Artificial intelligence has moved quickly from experimentation to expectation. In many organisations, the question is no longer whether to invest, but how to turn investment into advantage that is durable, measurable, and defensible. The early wave of AI activity produced a familiar pattern: plenty of pilots, proofs of concept, and internal demos, but fewer examples of sustained value at scale. In 2025, that gap is narrowing. More leadership teams are treating AI as a core capability rather than a side project, and they are building the structures needed to capture value repeatedly, not just once.