As companies continue to explore the possibilities of artificial intelligence (AI), a clear pattern is emerging while technology and employees are ready, leadership must catch up to realize AI’s full potential in the workplace.

According to McKinsey’s 2025 report on AI in the workplace, 92% of companies plan to increase their AI investments over the next three years. However, only 1% consider their organizations to be “AI mature,” meaning AI is fully integrated into workflows and delivering measurable business outcomes. This gap indicates that while the tools are available and the workforce is willing, leadership action remains the main bottleneck.

Employees are more prepared for AI than many leaders believe. A significant number already use AI tools in daily work and expect AI to automate at least 30% of their tasks in the near future. Despite this readiness, employees report a lack of formal training and access to AI tools. They are asking for structured learning opportunities and hands-on experiences to grow their skills.

Millennial managers, in particular, are well-positioned to drive this change. Often tech-savvy and already familiar with AI, they play a central role in guiding teams and can act as internal champions for broader adoption. Leveraging their enthusiasm and experience can accelerate transformation across departments.

At the same time, leaders face growing pressure to deliver returns on AI investments. Speed and safety are both essential. While employee's express optimism about AI, they are concerned about risks such as inaccuracy, cybersecurity threats, and misuse. Encouragingly, 71% of employees trust their own employers to deploy AI ethically higher than their trust in governments or tech firms. This trust presents a valuable opportunity for leaders to move forward confidently but responsibly.

Strategic AI adoption also requires clarity of vision. Many AI initiatives remain in pilot phases, failing to scale due to unclear goals or limited ambition. Companies that define bold, practical objectives focused on areas like customer service, product development, or internal operations, are more likely to realize meaningful value.

To close the gap between ambition and results, leaders should adopt a structured transformation framework. This includes aligning leadership on AI goals, investing in training, developing clear risk management practices, and fostering collaboration across departments. These steps will help organizations move from experimentation to impact.

In conclusion, AI presents a major opportunity for innovation and growth. By acting decisively, supporting employees, and focusing on real-world outcomes, leaders can ensure their organizations thrive in an AI-driven future.

Sources:

McKinsey & Company. (January 28, 2025). Superagency in the workplace: Empowering people to unlock AI’s full potential. https://www.mckinsey.com/capabilities/mckinsey-digital/our-insights/superagency-in-the-workplace-empowering-people-to-unlock-ais-full-potential-at-work#/