AI in Product Development: How AI is Revolutionizing the Development Process

Without product development, where would we be? So many problems would go unsolved. So many needs unfulfilled. But constantly creating newer and better solutions is a hard task, and becomes even harder when the desired outcome isn’t clearly defined from the start. Before teams jump into building something new (or incorporating AI as part of the solution), it’s essential to first understand the problem they’re trying to solve and whether the technology will actually help solve it. 

This lack of clarity is one reason why 95% of new products introduced each year fail. Take Google’s “Google Glass” project, for instance. It received millions in investment but quickly disappeared from view. Other reasons why this happens are poor market fit, inadequate understanding of customer needs, execution challenges, or high competition. 

Creating a new product takes a great deal of time and resources, and with customer expectations constantly rising, how can you continue to innovate with today’s pace and expectations around cost, quality, and sustainability?

That’s where utilizing AI in product development can make a real difference. It involves partnering with this technology to improve the development process and its overall output. With the ability to vastly speed up innovation and accurately identify the best balance between environmental, financial, and performance factors, artificial intelligence allows us to continue bringing better products to market.

But what exactly is AI-driven product development, and what impact is it having on each stage from concept to launch? Let’s explore some of the benefits and challenges of this process and uncover how you can start implementing AI in your product development lifecycle. 

What Is AI-Driven Product Development?

AI in product development is a general term, but it refers to any use of AI tools and capabilities within the product development process. 

Artificial intelligence enables machines to mimic human intelligence. It learns from input data and analyzes this to recognize patterns and make decisions with minimal human input. When it’s put to use during the product development lifecycle, this can mean faster progress, smarter design choices, highly efficient workflows, and more cost-effective solutions. 

In practice, this can involve using AI to support with tasks such as:

  • Analyzing market trends and customer feedback to uncover opportunities
  • Generating new design concepts
  • Predicting material performance
  • Optimizing supply chains

When getting started with AI, the most effective approach is to begin with the outcomes you want to achieve. This means first defining your goals, whether it’s speeding up development, improving quality, reducing costs, or enhancing customer satisfaction, and then identifying the processes that currently hinder those goals due to inefficiency, repetitiveness, or errors. Once outcomes are clear, you can prioritize where AI will have the greatest impact, focusing on initiatives that directly advance your objectives.

Types of AI Used in Product Development

There are several different types of AI, and multiple forms play a part in improving how products are designed and created.

Machine Learning (ML)

ML helps systems learn from large datasets to predict outcomes or identify trends, and improve decision-making over time. In product design and development, ML can forecast demand, optimize parameters, or detect flaws early in production.

Natural Language Processing (NLP)

As the name suggests, this form of AI is able to understand and interpret human language. It’s used to analyze customer feedback and monitor sentiment, or even generate naturally written product descriptions.

Generative AI 

GenAI uses data and algorithms to create new content or designs. Of course, this can be incredibly useful in development as it can quickly produce design variations, or inspire creative product concepts.

Predictive Analytics

An important aspect of new product development is foreseeing what’s to come. With predictive analytics, you can combine data and statistical modeling to anticipate future outcomes (like material behavior, market shifts, or maintenance needs), helping teams make proactive decisions.

Discover more types of AI in our comprehensive Introduction to Artificial Intelligence (AI)

Why Is AI in Product Development Important?

Product development is beginning to get a lot more challenging. Companies are grappling with undeniable obstacles that slow development down and reduce its quality, despite its importance. 

Understanding and anticipating market demand is one of the greatest trials. Failing to uncover what consumers want, when they want it, or missing a competitive threat, leads to missed opportunities and dire financial ramifications.

And there’s increasing pressure to get designs to market faster and faster. This causes a struggle to balance speed with thoroughness, leading to inadequate quality or significant delays due to necessary rework. 

Unfortunately, these issues have wide-reaching consequences. When resources are already scarce, they end up being wasted and investor scrutiny increases. Revenue and market share can also decrease as competitors move in. 

It sounds catastrophic, but nothing a little AI can’t help with. This powerful tech is changing the product development market. It enables a more data driven approach to product development that, in short, helps create better innovations more efficiently. 

How AI is Changing the Product Development Lifecycle at Every Stage

AI isn’t just tweaking the product development lifecycle; it’s fundamentally changing it. These tech tools are being integrated into every phase of the process, from initial idea generation to design, testing, and launch. 

Here’s a glimpse into how artificial intelligence can be used to improve the creation of new products, every step of the way.

Research 

The first stage in developing any product is to come up with the idea. What is it that needs to be created?

The problem is that coming up with a good concept takes a lot of time and effort. It needs to be based on what people currently need or desire. How do you know what this is? 

Research. A lot of it. 

AI tools help speed up this stage and ensure you’re leading with factual data rather than intuition. For instance, ML algorithms can sift through large datasets, such as user behaviour on social media platforms, while data analytics systems identify customer pain points or preferences that could be turned into a viable new product. 

Ideation

You know what impact your new product needs to have, now how will it do this? This is the question that the ideation stage of product development aims to solve. AI excels in this area. At this point, it’s almost second nature for us to turn to ChatGPT or another AI engine for inspiration on anything. And product development is no different.  

AI-powered text and image generators can create detailed mockups for stakeholders to review in moments, whereas this process takes hours (at least)when done manually. 

Naturally, your next thought is “AI is taking over designers’ jobs!” But the past few years has shown that this process can be more of a partnership than a robot takeover. AI improves and speeds up creativity by supporting the more tedious, repetitive tasks involved in ideation. 

Design

Once you’ve got a strong concept, AI can help transform this into a physical prototype faster than manually possible. Generative design tools and AI-enhanced CAD systems can automatically produce and test thousands of variants, allowing you to quickly assess how different variables (such as materials, weight, or cost) impact the results. Essentially, you can explore many more options to discover the best one in a fraction of the time.

What’s more, AI can simulate real-world conditions, allowing you to predict how your design will perform under various stresses like temperature and motion. This allows you to identify weaknesses and avoid costly remakes. 

Build

The next phase is bringing your product to life in a more tangible form. AI technologies accelerate this by automating repetitive assembly tasks and monitoring workflows for potential errors. Machine learning predicts issues such as part mismatches or system inefficiencies, and automation AI can automate setup processes and quality checks, reducing hours of manual work for product teams. Predictive analytics also anticipates performance problems, allowing corrections before launch. By integrating these AI capabilities, your teams can produce accurate, functional builds faster and minimize errors.

Launch

Putting your new product out there on the market can be nerve-racking, but AI allows you to do this with confidence. Machine learning algorithms monitor early customer interactions and user feedback to quickly identify any issues or anomalies. They’re helped by NLP, which summarizes consumer sentiment and can detect emerging trends. 

With this constant flow of up-to-date information, you can make quick, informed decisions to improve your product, from minor updates to new features. Essentially, AI links insights directly back to the product development pipeline to help you maintain a competitive edge. 

What are the Benefits of Using AI in the Product Development Process?

We’ve touched upon the increased speed and accuracy of incorporating AI in product development cycles, but what other benefits does this bring? 

Higher Product Quality

Using AI tools to continuously validate quality through the development lifecycle results in a better product overall. With its capabilities to detect issues early, simulate and test prototypes, standardize builds, and drive decisions based on data, AI helps avoid errors and guarantee high standards. 

Faster Time to Market 

Perhaps AI’s most impactful advantage is its ability to vastly speed up repetitive manual processes during each phase of product development. From giving instant analysis of large datasets to creating multiple design iterations in moments, arduous tasks are now almost immediate. The result? Teams can brainstorm, build more products, and launch them more efficiently than ever.

Increased Sustainability

AI helps improve sustainability in product development in a few ways. 

Firstly, it can reduce waste by providing data-driven insights on how to use resources in the optimal way. 

Furthermore, predictive AI models can give an accurate assessment of how your new product will impact the environment and suggest ways you can change the design to improve this. For example, you can easily analyze various material options to find the best balance between performance and sustainability.

Better Decision-making

Creating a new product largely revolves around responding to consumer sentiment and feedback. But this can be a hard thing to accurately measure. AI solves this problem by turning information into data-led insights. Real-time dashboards give a detailed view of key metrics, allowing you to make development decisions based on fact, not intuition. 

Reduced Costs

AI streamlines the development process and reduces errors, and this, in turn, helps to cut costs. ML tools can predict design flaws and therefore prevent expensive rework and wasted materials. Replacing physical trials with accurate digital models also lowers prototype and testing fees, while predictive analytics prevents costly overproduction and delays. Together these optimizations add up to significant financial savings.

Explore more benefits of Building an AI Organization Competency

Getting Started: How to Use AI in Product Development Processes

All good things take time, and this is true of successfully adopting artificial intelligence into your product development lifecycles. It doesn’t happen overnight. Rather, it takes strategy and structure, like the steps below:

1. Understand Your Starting Point

Step one is to take a look at what you’re currently doing and ask what exactly needs improving. Are there areas that you’re struggling to maintain manually, for instance? This will help you prioritize adding AI where it’s really needed, not randomly adding tools where they may have no clear benefit.

2. Prioritize Where AI Fits Best 

Introducing AI will be most advantageous if it aligns with your overarching company objectives. So, find use cases that help you reach your bigger goals. This could mean: 

  • Lowering costs by automating processes
  • Improving product quality by testing in real time
  • Making things more environmentally friendly by cutting down on waste
  • Increasing user satisfaction by using AI to analyze feedback

3. Select the Right AI Tools and Technologies

You know what you want your AI to achieve. Now it’s time to select the right tools to support those goals and fit well with your existing systems. 

There are so many AI platforms available, so it’s important to select the most compatible. Which are able to scale alongside your growth, and which have the right level of usability for your employees? Your solutions should also integrate seamlessly with your current infrastructure to avoid disruptions. 

4. Build a Team With the Right Skills

AI is only as powerful as the people behind it. Focus on building a team that combines technical expertise with product knowledge. Data specialists and engineers can manage AI tools, while designers and managers interpret insights to drive innovation. Encourage continuous learning and cross-team collaboration, and consider strengthening skills in areas like product ownership and management, to ensure AI becomes an integrated, effective part of your product development process.

5. Measure ROI of Your AI Investments

The final step is to ensure that your AI investments are delivering the results you want. Tracking metrics that reflect the goals you set out in stage 1—such as reduced time-to-market, cost savings, design performance, or customer satisfaction rates—will allow you to measure the success of AI implementation. These figures help you see how to refine your strategy and further maximize the impact of AI across the product development process. 

The Future of AI in Product Development

AI is a fast-evolving technology. As its capabilities advance, the way it’s used in product development will also have to change quickly to reflect this progress. There are so many opportunities for positive impacts here, but it could also present some challenges and ethical implications that should be handled with care. 

What are the biggest trends in AI that are likely to affect its use in product development moving forward?

Balancing Automation With Manual Input

As AI becomes able to handle more and more of the development process, it begs the question: How do we find the right balance between automation and human input? You’ll want to reap the benefits of technology increasing efficiency and quality, but a human touch is arguably still necessary for true creativity and an empathetic approach to design.

Fears that AI will replace creative roles are understandable, but perhaps unnecessary. The future of product development will likely depend on finding harmony between the two, with technology becoming more of a partner. This can allow more time for human innovation while more data-reliant, repetitive tasks are automated. Achieving the right balance will make the development process more creative and adaptive than ever before.

Integration Across Every Stage

You’ve seen how AI tools benefit each stage of the product development lifecycle, but up until now this has been in an isolated, disconnected way. Organizations often start by applying AI in specific areas, such as research, design, or quality control, without a holistic strategy. We’re now starting to see a more integrated approach, however, where AI input can be connected across the entire process from research and design to manufacturing and launch. 

Data collected in one stage will seamlessly feed into the next, allowing insights from one part of the process to drive instant improvements in the next. Over time, this creates the foundation for an AI-native approach, where AI isn’t just a tool in select areas, but a pervasive capability embedded across your organization.

Imagine using post-launch performance and customer feedback data to automatically refine ongoing product iterations. This continuous flow of information will further transform product development into a fully connected, intelligent ecosystem honed for speed, efficiency, and competitive innovation.

Agentic AI and Co-Creation

New AI tools with increasingly advanced capabilities are emerging all the time. Take generative AI, for example; It’s transforming how products are imagined and designed by turning abstract thoughts into concrete prototypes or models in moments. 

But now there’s a new AI system on the block: Agentic AI. AI agents go one step further than GenAI by acting with minimal human input to carry out complex, multi-step tasks. 

Soon, humans and AI will work together more closely as a result of these technologies. Intelligent models can act alongside designers, making suggestions and refinements in real time or even coordinating between different departments. 

Ethical Issues

AI is being integrated more and more into business tools every day, but this coincides with rising fears over its use. To quell these doubts, we must ensure we’re developing AI with the following ethical considerations in mind:

  • Transparency and explainability: As humans, we can always explain the logic behind our decisions. But can AI tools do the same? Ensuring there’s always a logged process behind every output is essential for trust and accountability
  • Intellectual property and ownership: As AI’s involvement in the product development process increases, it begs important questions such as who owns the designs—the developer, the company, or the AI’s creator? Can an innovation be attributed to artificial intelligence, and should it?
  • Bias and fairness in design: The quality of AI models’ training is imperative as it can greatly impact their outputs. For instance, any societal biases in training data could emerge later in designs that don’t serve all users equally. As a result, monitoring and security must remain a top priority.

We must ensure that ethical guardrails are built into AI tools and frameworks from the very start to ensure these tools are used responsibly. 

How AI Native by Scaled Agile Supports Integrating AI into Product Development

Ignite your AI fluency and confidence, turning the technology’s potential into real-world business results, with Scaled Agile’s AI Native courses. 

  • AI-Native Foundation Course: A 2-day in-person immersive training designed for all professionals. This course equips you to confidently navigate change and unlock greater ROI from responsible AI use—both new or existing
  • AI-Native Change Agent Course: A 3-day, project-based experience guiding a real AI initiative from opportunity to production. Learn to avoid common AI pitfalls and generate measurable business impact using the technology. 

For over a decade, SAFe® has been the world’s most trusted system for business agility. Now, we’re expanding our renowned training to help you use artificial intelligence to its full advantage. 

Scaled Agile’s courses are grounded in business outcomes, not just tools and techniques. They focus on the real-world challenges you want to solve and the value you want to create, allowing whole teams to become truly AI native.

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The AI Advantage: Agile Tasks You Can Automate to Slash Delivery Time

Artificial Intelligence is no longer an abstract, future-oriented concept. It’s a present-day capability, woven into our lives and businesses. Increasingly, agile teams are turning to artificial intelligence to adapt to changing markets, respond quickly to demand, and deliver more value in a shorter timeframe. 

From large enterprises to the smallest organizations, those that are becoming AI-Native are gaining a competitive advantage. But what tasks specifically should you hand over to AI? Generative AI (GAI) can’t replace the critical thinking or collaboration that makes agile teams successful. But leveraging AI tools and integrating them into workflows can free up resources and slash delivery time by automating some tasks for your role. 

Kaitlin Whitney, PhD, Senior Predictive Insights and Analytics Manager at Scaled Agile, researched the effects of generative AI on agile team performance and found that smart implementation of AI can boost how many objectives an agile team actually accomplishes. The key, she said, is to ensure teams have a strong sense of where and how to apply GAI to work tasks and their roles. Teams should utilize best practices and ensure that everyone has access to the right knowledge and skills around GAI.

Most companies are experimenting with AI, but few understand how to generate meaningful value from AI tools in an agile setting.

Whether you’re a Scrum Master, Product Owner/Product Manager, or other SAFe practitioner, here are some approaches to automating tasks that will add value, create efficiencies, and slash delivery time:

Using AI to Augment the SAFe Scrum Master Role: Refine Backlogs and Improve Estimates

SAFe’s use of iterations and increments provides the ideal foundation for implementing rapidly changing technologies. Managing a backlog requires continuous refinement and prioritization. By automating repetitive tasks, Scrum Masters can free up time for more human-centric work like coaching, removing blocks, and empowering teams. 

For example, AI tools can scan the backlog for duplicates or incomplete stories. It can identify stories that might be too large and need to be broken down. It can also assist with retrospective insights, helping Scrum Masters analyze patterns across multiple retros to identify recurring themes and track whether action items actually led to improvements. Other tasks that AI can support include metrics analysis to spot trends in velocity, cycle time, and throughput.

Responsible AI in Product Roles: Feedback Analysis and User Story Development

Product Owners and Product Managers can utilize AI tools to analyze customer feedback, group by common themes, and flag actionable items. Input value propositions, product information, user personas, constraints, and desired outcomes, and AI can generate a first draft of user stories that product professionals can then customize and refine. It can also help generate user personas and document updates for stakeholders.

AI tools may also help product professionals analyze the backlog and stories and compare them against product goals, value propositions, and user feedback. And, in the product role, AI tools can assist with competitor analysis and social listening to stay ahead of market trends and product release strategy. 

AI Tasks for SAFe Professionals: Effort Estimation and AI Project Management

For agile team members, responsible AI is a valuable tool for breaking down epics into stories, summarizing historical data, and using that data to estimate effort and assign story points. By analyzing larger tasks, AI can help agile teams outline requirements, identify features and milestones, and flag any steps that might have been overlooked in the estimation process. 

AI tools can also help teams forecast more realistic effort measurement based on past performance and current demands. Finally, day-to-day, AI can save practitioners valuable time by streamlining processes such as generating meeting notes and action items, summarizing research and documents, skill gap analysis, and accelerated learning.  



To learn more about integrating AI seamlessly into your agile role, visit our training calendar.

Download Becoming AI-Native to discover the complete transformation framework.

Schedule a strategic conversation to explore how your team can evolve from AI-fluent to fully AI-Native—and start building the systems that make AI success repeatable.


The Board Questions Every CEO Should Be Able to Answer About AI

By: Laks Srinivasan

AI has moved to the top of the board agenda.

Boards are now regularly requesting detailed AI strategy updates. Risk committees are probing AI-related governance frameworks. Audit committees are questioning AI investment returns and operational controls. Directors bring AI insights from other boards and portfolio companies, creating sophisticated expectations for strategic depth.

The questions have evolved from “What’s our AI strategy?” to “How do we measure sustainable competitive advantage from our AI investments?” Most companies find themselves navigating these complex governance discussions while working to develop the strategic frameworks that match board expectations.

In this blog, you’ll learn the specific questions that separate AI-fluent CEOs from those operating on awareness alone, why prepared talking points fail with sophisticated boards, and how to build the strategic understanding that transforms uncertainty into confidence.

The Strategic Challenge

What makes this particularly challenging is that the questions aren’t technical. They’re strategic. And they require the kind of AI fluency that builds confidence in high-stakes discussions rather than reliance on consultant-prepared talking points or deflection to technical teams.

The question every CEO should ask: “Am I prepared to lead AI strategy, or am I hoping my technical team can cover for my knowledge gaps?”

The Questions That Expose AI Fluency Gaps

Based on our extensive leadership interviews and research, here are the board questions that consistently catch unprepared CEOs off guard:

1. “How does our AI strategy align with our core business model, and what specific competitive advantages are we building?”

Why This is Hard: This question requires understanding how AI creates sustainable differentiation, not just operational efficiency. It demands knowledge of which AI capabilities become commoditized quickly versus those that build lasting advantage.

What Fluent CEOs Know: They can articulate specific AI applications that leverage their company’s unique data, processes, or market position. They understand the difference between AI tools anyone can buy and AI capabilities that create competitive moats.

2. “What are our key AI-related risks, and how are we managing them systematically?”

Why This is Hard: Beyond obvious concerns about data privacy and bias, this question requires understanding regulatory compliance, operational risks, strategic risks of falling behind, and the risks of poor AI investments. CEOs need to understand AI’s dangers and limitations without needing to know how AI works technically.

What Fluent CEOs Know: They can discuss AI risk across multiple dimensions: technical risks, reputational risks, regulatory risks, and competitive risks. They understand how AI decisions today create or mitigate risks five years from now. Most importantly, they grasp the strategic implications of AI limitations and failure modes without requiring technical implementation knowledge.

3. “How do we measure ROI on AI investments, and what metrics indicate we’re succeeding versus just spending money?”

Why This is Hard: Traditional ROI frameworks often don’t capture AI’s value creation patterns. AI investments may reduce costs, increase revenue, enable new business models, or create strategic options that are hard to quantify.

What Fluent CEOs Know: They use frameworks that evaluate opportunities through both analytical rigor and business impact potential. They understand the difference between AI investments that pay off quickly, those that build long-term capabilities, and have returns certified by the CFO validation

Most importantly, they can articulate how AI insights translate into strategic actions that drive measurable results.

They accomplish this through an “Outcome First, AI Next” approach that starts with business objectives rather than AI capabilities.

Traditional approaches start with AI capabilities and look for applications. The “Outcome First, AI Next” framework inverts this: start with desired business outcomes, then work backward to identify the AI capabilities needed.

Most organizations excel at generating impressive AI insights but fail to design the decision-making processes that create business value, leaving millions in AI investment without strategic returns.

4. “How confident are you that our current AI initiatives will scale effectively, and what would cause you to change course?”

Why This is Hard: This question probes understanding of AI implementation challenges, organizational readiness, and strategic flexibility. It requires honest assessment of current capabilities versus future needs.

What Fluent CEOs Know: They understand the organizational requirements for scaling AI beyond pilot projects, including talent development, change management, mental model shifts, and cultural transformation. They can articulate clear success criteria and decision points for AI investments. They recognize when organizations are stuck generating insights without driving business impact, and know how to bridge that gap systematically.

5. “What would happen to our competitive position if our primary competitors achieved AI maturity first?”

Why This is Hard: This scenario planning question requires deep understanding of how AI could disrupt the industry, change customer expectations, or create new competitive dynamics.

What Fluent CEOs Know: They’ve thought through competitive scenarios systematically. They understand their industry’s AI transformation timeline and their company’s position within that evolution.

Quick self-assessment: Which of these 5 board questions would challenge you most in your next board meeting? Rate your current confidence level (1-10) for each question above.

The CEO Time Challenge

CEOs face unprecedented near-term pressures with quarterly earnings, operational crises, and strategic decisions demanding immediate attention. With 60-hour weeks already stretched thin, how can leaders find time to develop AI fluency while managing these competing priorities?

This time constraint leads many CEOs to rely on shortcuts: consultant-prepared responses, technical briefings from their teams, or hoping their CTO can handle board questions. While understandable, this approach creates several risks:

Surface-Level Knowledge Gaps: When board discussions dive deeper than prepared talking points, the knowledge gaps become apparent. Sophisticated directors can distinguish between genuine strategic insight and memorized responses.

Context Blind Spots: AI strategy doesn’t exist in isolation. Board conversations weave together AI implications with talent strategy, risk management, capital allocation, and competitive positioning. Without foundational understanding, CEOs struggle to make these strategic connections in real-time.

Confidence Under Pressure: When facing unexpected questions or challenging scenarios, leaders without real fluency become visibly uncomfortable. This uncertainty undermines board confidence in leadership capability.

The Strategic Risk: In today’s competitive landscape, AI illiteracy at the CEO level creates vulnerability. Boards increasingly expect leaders who can think strategically about AI implications, not just delegate to technical teams.

Before reading further, consider this: Given your current time constraints and pressures, what’s the most efficient path to develop the AI fluency needed for confident board leadership?

The Business Case for CEO AI Fluency

The difference between AI awareness and AI fluency becomes clear when examining leaders who have successfully transformed their organizations. Consider Bill Niles, CEO of Brinks Home Security, who exemplifies how strategic AI fluency creates measurable competitive advantage.

Niles isn’t a tech guru (he’s a lawyer by training), yet he has led one of the most successful AI transformations in the home security industry. When he took over as CEO, Brinks faced 18% customer attrition and struggled with operational inefficiencies. Today, they’ve reduced churn to 10.4% and improved margins from 48% to 60% on $500 million in revenue.

What enabled this transformation wasn’t technical expertise, but what Niles calls being a “true believer” in AI’s strategic potential. His fluency allowed him to:

Make Strategic Connections: Niles connected AI capabilities to core business metrics that matter: customer retention, operational efficiency, and competitive positioning. He understood that reducing call center volume from 4 million to 1.2 million annually wasn’t just cost savings, but competitive advantage through superior customer experience.

Lead Through Uncertainty: Despite not being technical, Niles drove the organization through complex data consolidation, multiple reorganizations, and cultural change. His conviction came from understanding AI’s business implications, not its technical mechanics.

Create Organizational Alignment: Perhaps most importantly, Niles elevated AI strategy to board level and made it clear to direct reports that transformation wasn’t optional. He became what he calls the “chief evangelist,” creating company-wide belief in AI’s potential.

The results speak to strategic fluency’s power. Brinks didn’t just improve operations; they built sustainable competitive advantages that compound over time. Better customer retention means more resources for acquisition. Improved margins create pricing flexibility. Enhanced service capabilities enable market expansion.

This strategic capability extends beyond individual decisions to organizational confidence. When leadership understands AI’s strategic implications and can make informed decisions quickly, it accelerates adoption and improves execution quality throughout the organization. Teams see direction, not uncertainty.

The question for every CEO: Are you prepared to be the chief evangelist for your organization’s AI transformation, or will you delegate this strategic imperative to others?

From Board Confidence to Organizational Results

Your leadership team’s AI fluency creates strategic decision-making capability—but without the right systems, those insights never scale. The missing dimension is building the organizational infrastructure that turns informed leadership into coordinated execution.

AI-Native organizations embed AI into their DNA—navigating exponential change, continuous disruption, generative creativity, and emergent behaviors with clarity and confidence.

Our latest white paper, Becoming AI-Native: A Practical Guide to Thriving on the EDGE, reveals the seven interconnected success factors that transform organizational systems. This research complements your fluency development with the enterprise framework that connects individual capability to measurable business outcomes.

Download Becoming AI-Native to discover the complete transformation framework.

Schedule a strategic conversation to explore how your team can evolve from AI-fluent to fully AI-Native—and start building the systems that make AI success repeatable.

References

McKinsey & Company. (2023). Four essential questions for boards to ask about generative AI. Retrieved from https://www.mckinsey.com/capabilities/quantumblack/our-insights/four-essential-questions-for-boards-to-ask-about-generative-ai


About the Author:

Laks Srinivasan Headshot

Laks Srinivasan is a seasoned AI strategist and transformation leader at Scaled Agile, Inc., where he helps enterprises turn artificial intelligence from promise into performance. With more than 15 years of executive experience, Laks has guided global organizations through complex AI transformations, bridging the gap between strategy, technology, and measurable business outcomes.

As the Founder and CEO of the Return on AI Institute (ROAI), now part of Scaled Agile, he helped pioneer proven frameworks for AI operating models, value realization, and leadership fluency. His work continues to focus on demystifying AI for executives and equipping organizations with the knowledge and systems to apply AI responsibly and effectively.

AI Fluency vs. AI Awareness: What Leaders Must Know

By: Laks Srinivasan

AI Awareness Isn’t Enough for Strategic Success

The Chief Data Analytics Officer of a large multinational company reached out to me with a challenge that’s becoming increasingly common. 

“We do AI,” he explained, “but AI is in pockets. It’s an activity we do, it’s not coherent, it’s not coordinated.”

His leadership team was aware of AI developments. They read industry reports, attended conferences, and could discuss machine learning in board meetings. But when it came to making strategic decisions about AI investments and scaling, they lacked conviction.

This leader had discovered the difference between AI awareness and AI fluency. This gap is quietly limiting competitive advantage across industries while early adopters gain strategic positioning.

Having guided 1000+ leaders through AI fluency development across small enterprises to Fortune 100 companies and multiple industries, we’ve seen this pattern repeatedly. 

Board directors, C-suite executives, and senior leadership teams all struggle with the same fundamental challenge: translating AI awareness into strategic decision-making capability.

Why AI Awareness Isn’t Enough for Strategic Success

Recent research reveals a significant opportunity gap in enterprise AI adoption:

  • 42% of companies abandon the majority of their AI initiatives, up from 17% the previous year (S&P Global, 2025)
  • 70-85% of GenAI deployments fail to meet ROI expectations (NTT DATA, 2024)
  • 80% of organizations see no tangible EBIT impact from GenAI investments (McKinsey, 2024)

Yet only 4% of 1,000+ executives qualify as AI/analytics leaders (Kearney, 2024), while most believe they understand AI well enough to guide strategic decisions.

The Strategic Distinction

AI Awareness means understanding that AI exists and recognizing that it’s creating significant business value for companies, but without knowing what AI actually is or how it generates that value. 

AI Fluency means understanding foundational AI concepts and having the capability to make confident, strategic decisions about AI implementation, governance, and scaling. This includes knowing what AI actually is and how it creates sustainable business value for your specific organization. AI fluency, when put into practice, builds the intuition and conviction leaders need to assess AI opportunities and risks with the same confidence they demonstrate in their core business domains.

“The definition of adoption is getting people to work in a different way… why aren’t more specialists talking about this obvious missing link?” NTT DATA Research, 2024

Most organizations focus on technology implementation without building the organizational fluency needed for sustainable AI advantage.

The High Cost of AI Fluency Gaps

Organizations with leadership fluency gaps face three critical disadvantages that compound over time:

1. Competitive Disadvantage: While competitors with AI-fluent leadership teams achieve productivity gains, organizations stuck in pilot purgatory fall further behind. The fluency gap becomes a permanent competitive moat—favoring those who developed it first.

2. Financial Waste: 46% of AI proofs-of-concept get discontinued due to poor strategic decisions (S&P Global, 2025). Without fluency to evaluate which projects create real business value, organizations fund technology potential instead of business outcomes, burning millions on initiatives that never scale.

4. Talent Acquisition Challenges: Top AI talent gravitates toward organizations where leadership understands their work and can make informed decisions about AI investments. Companies with fluency gaps struggle to attract and retain the best AI professionals, further widening the competitive gap.

These disadvantages persist because traditional approaches to AI education fundamentally misunderstand what leaders need to succeed.

Why Traditional AI Learning Programs Fail Leadership Teams

The AI fluency gap persists because existing solutions address the wrong problem:

Academic Programs Focus on Techniques, Not Decisions
Programs teach supervised learning, neural networks, and algorithmic concepts. However, CEOs don’t need to understand gradient descent; they need confidence to evaluate which AI vendor claims are realistic.

Individual Learning vs. Team Capability
Most executive education targets individuals. But as one of our clients explained: “There are two guys who know AI well, others don’t. The common denominator is that most don’t know, so it gets stuck in pockets.” Team fluency is only as strong as the weakest member.

Case Studies Don’t Build Decision-Making Confidence
Consulting approaches rely on learning by analogy; teaching through project examples from other companies alone doesn’t work. But just because an AI strategy worked at one company doesn’t mean it will work for a competitor, even in the same industry. This approach doesn’t prepare leaders to evaluate what will actually work in their specific organizational context.

How Scaled Agile Builds AI Fluency: Beyond Traditional Executive Education

Most AI programs focus on tools and terminology. Scaled Agile focuses on transformation—the mindset, fluency, and leadership behaviors that define AI-Native organizations.

Through Scaled Agile’s AI-Native Training, we help leaders and teams move beyond using AI tools to developing the fluency to think, lead, and operate differently because AI exists. Each course builds on the last, creating an apprenticeship-style learning path that develops both confidence and capability over time.

Participants progress from foundational understanding to applied mastery, learning how to evaluate AI opportunities, redesign workflows for leverage (not just speed), and guide responsible adoption across the enterprise. Every experience translates complex AI concepts into actionable frameworks that leaders can apply immediately to drive measurable results.

Scaled Agile’s AI-Native Training isn’t just education. It’s an ongoing apprenticeship in how to lead, decide, and compete in an AI-augmented world.


From AI Fluency to AI-Native: Turn Insight into Systemic Advantage

Fluent leaders make better AI decisions. AI-Native organizations turn those decisions into enterprise results.

The next step in your transformation is understanding the EDGE forces—Exponential, Disruptive, Generative, and Emergent—that reshape how organizations must think, work, and scale in the age of AI.

Our latest white paper, Becoming AI-Native: A Practical Guide to Thriving on the EDGE, reveals how leading enterprises embed AI into their operating systems through seven interconnected success factors. This research complements your fluency development with the organizational design that turns capability into coordinated execution and measurable competitive advantage.

Download the white paper to see how AI-Native systems transform fluent leaders into organizations that learn, adapt, and outperform.

Schedule a strategic conversation to explore how your team can evolve from AI-fluent to fully AI-Native—and start building the systems that make AI success repeatable.


About the Author:

Laks Srinivasan Headshot

Laks Srinivasan is a seasoned AI strategist and transformation leader at Scaled Agile, Inc., where he helps enterprises turn artificial intelligence from promise into performance. With more than 15 years of executive experience, Laks has guided global organizations through complex AI transformations, bridging the gap between strategy, technology, and measurable business outcomes.

As the Founder and CEO of the Return on AI Institute (ROAI), now part of Scaled Agile, he helped pioneer proven frameworks for AI operating models, value realization, and leadership fluency. His work continues to focus on demystifying AI for executives and equipping organizations with the knowledge and systems to apply AI responsibly and effectively.

Designing AI Fluency for Different Organizational Roles

By: Laks Srinivasan

Why do 42% of companies abandon their AI initiatives while only 4% develop AI-capable leadership? The answer isn’t technical complexity or insufficient investment. It’s that organizations design AI training as if strategic decision-makers and daily AI users need identical knowledge and skills.

This fundamental mismatch plays out across industries because organizations treat AI fluency as a one-size-fits-all requirement. The reality? Each organizational level has fundamentally different responsibilities with AI, and generic training programs fail because they ignore these distinct roles.

Aligning AI Learning Programs with Role-Specific Requirements

The Return on AI Institute’s research across 45+ leadership interviews reveals that successful AI transformation requires each leadership level to master distinct responsibilities. When organizations understand this framework, they achieve significantly higher pilot-to-production success rates compared to the industry average.

The challenge lies in current approaches that treat board members, executive teams, and functional leaders as if they need identical AI knowledge. They don’t. Each level has specific responsibilities that require tailored fluency development:

  • Board & CEO responsibility: Deciding AI ambition and asking the right questions to assess opportunities and risks 
  • Executive Leadership Team responsibility: Setting AI strategy and allocating capital and resources
  • Business/Functional Leaders responsibility: Owning outcomes from AI initiatives
  • All Employees responsibility: Working effectively with AI tools while maintaining human judgment and value creation

Generic AI training fails because it doesn’t address these distinct role requirements. When a pharmaceutical company’s Chief Data Officer told us, “We do AI, but AI is in pockets, it’s activity we do, it’s not coherent, it’s not coordinated,” the root cause wasn’t technical complexity. It was leadership fluency gaps preventing each level from performing their AI responsibilities effectively.

Board and CEO: Strategic Oversight Without Technical Overwhelm

Board members and CEOs must set organizational AI ambition and provide strategic oversight. However, many lack the fluency to fulfill these critical responsibilities effectively.

The core challenge: they struggle to distinguish between AI hype and genuine business opportunity. This leads to approving AI investments without clear success metrics, setting unrealistic expectations about AI capabilities, and providing vague strategic direction that confuses rather than guides implementation teams.

What this level actually needs: The ability to define realistic AI ambition aligned with business strategy, ask the right questions to evaluate AI proposals, understand AI’s fundamental capabilities and limitations, and establish governance frameworks that ensure AI investments deliver measurable business outcomes.

They don’t need technical training on algorithms. They need strategic fluency that enables confident decision-making about AI direction, investment, and risk management.

Executive Leadership Teams: Strategy Translation and Resource Allocation Mastery

Executive leadership teams face different challenges that prevent AI scaling. They often set unrealistic goals and commitments for AI initiatives while failing to prioritize AI projects with appropriate resources. This level gets caught between board expectations and operational realities.

What this level actually needs to know: How to translate AI vision into executable strategy, allocate capital and resources effectively across competing priorities, create realistic timelines and success metrics, and coordinate cross-functional AI initiatives.

When executive leadership teams master their AI responsibilities, they bridge the gap between board vision and operational execution. They become the strategic coordination layer that prevents AI initiatives from remaining isolated experiments.

Business/Functional Leaders: Implementation Intuition and Outcome Ownership

Business and functional leaders face the most complex AI fluency requirements because they own the actual outcomes from AI initiatives. Their challenges center on difficulty establishing key capabilities and inability to diagnose problems and execute effective actions when AI implementations don’t perform as expected.

What this level actually needs to know: How to establish AI capabilities within their functions, diagnose AI adoption issues, optimize human-AI collaboration, measure AI impact on business outcomes, and scale successful pilots across their operations.

This level requires what we call “implementation intuition” – the practical judgment to know when AI is working effectively, when it needs adjustment, and how to integrate it into existing business processes successfully.

Business leaders need enough AI understanding to be intelligent consumers of AI capabilities, effective managers of AI-human collaboration, and confident owners of AI-driven business outcomes.

All Employees: Thriving in AI-Enhanced Work Environments

While leadership levels require strategic and implementation fluency, every employee faces the reality of working alongside AI systems. The challenge isn’t technical complexity, but rather developing the practical skills needed to collaborate effectively with AI tools while maintaining human judgment and value creation.

The most common employee challenges center on uncertainty about when to trust AI outputs, how to effectively prompt and interact with AI systems, and understanding their evolving role in an AI-enhanced workplace. Many employees either over-rely on AI without applying critical thinking or under-utilize AI capabilities due to fear or misunderstanding.

What this level actually needs to know: How to effectively prompt and interact with AI systems, when to trust AI recommendations versus applying human judgment, how to maintain quality and accuracy in AI-assisted work, and understanding their unique human value in an AI-enhanced environment.

This level requires what we call “collaboration fluency” – the ability to work productively with AI tools while recognizing the boundaries of AI capabilities and maintaining essential human oversight, creativity, and critical thinking.

Employees need enough AI understanding to be effective collaborators with AI systems, intelligent consumers of AI-generated content, and confident contributors of uniquely human value in an increasingly AI-integrated workplace.

From Board to Operations to Frontline: Creating AI Alignment

AI transformation fails when any level cannot perform their specific AI responsibilities effectively. Board uncertainty creates resource constraints. Executive coordination gaps prevent scaling. Functional implementation struggles destroy ROI. Employee resistance or misuse undermines adoption at every level.

Successful organizations recognize that AI fluency must cascade through all four levels, with each level achieving competency in their distinct responsibilities. As one pharmaceutical executive noted, AI transformation is “a team sport” requiring coordinated capability across the entire organization.

The integration challenge explains why organizations with strong technical AI capabilities still struggle with transformation. Technical excellence without fluency at all organizational levels creates what we call the AI chasm, where the majority of AI investments fail to translate insights into business decisions.

Organizations that achieve superior pilot-to-production success rates understand this integration requirement. They develop AI fluency systematically across all organizational levels, ensuring each level can perform their specific AI responsibilities while coordinating effectively with other levels.

Designing AI Education from Responsibilities Up, Not Technology Down

Most organizations approach AI education backwards. They start with technology features rather than role-specific responsibilities. They use generic curricula rather than level-appropriate requirements. They focus on individual learning rather than organizational coordination.

Effective AI fluency development begins with understanding what each organizational level actually needs to accomplish with AI. Board members need strategic oversight capability. Executive teams need decision-making confidence and resource allocation wisdom. Functional leaders need implementation intuition and outcome ownership skills. Employees need collaboration fluency and human-AI partnership capabilities.

The question for your organization isn’t whether people need AI fluency. Research shows that AI fluency and intuition serve as key levers for realizing value from AI and managing enterprise AI risks. The question is whether your current approach addresses the distinct responsibilities at each organizational level.

Start by assessing your organization’s current fluency gaps using the responsibility framework. Can your board ask the right questions about AI opportunities and risks? Can your executive team set realistic AI strategy and allocate resources effectively? Can your functional leaders own AI initiative outcomes confidently? Can your employees work effectively with AI tools while maintaining critical thinking and human judgment?

Organizations that answer these questions honestly and address gaps systematically position themselves for sustainable AI competitive advantage. Those that continue treating AI fluency as a generic requirement will join the 42% who abandon their AI initiatives when leadership gaps prevent transformation success.

Scaling Beyond Fluency: Building AI-Native Capability Through Training

Role-based fluency closes knowledge gaps, but it doesn’t close coordination gaps. Even when individuals across the organization understand AI’s value, transformation stalls without shared language, context, and systems that enable it to scale.

AI-Native Training by Scaled Agile, Inc. equips leaders and teams to bridge that gap. Each course builds on the last, creating an apprenticeship-style learning path that develops confidence, coordination, and capability across every level of the enterprise. Executives learn to align strategy and governance. Functional leaders learn to translate vision into execution. Teams learn to integrate AI responsibly into daily work.

These programs turn role-specific learning into enterprise results—transforming AI-literate individuals into aligned, AI-driven organizations ready to scale with confidence.

Explore AI-Native Training to discover how Scaled Agile helps leaders and teams strengthen fluency, accelerate transformation, and build the systems that turn potential into performance.

Schedule a conversation with our AI-Native team to discuss which training path is right for your organization and how to begin building coordinated AI capability across every level of leadership


About the Author:

Laks Srinivasan Headshot

Laks Srinivasan is a seasoned AI strategist and transformation leader at Scaled Agile, Inc., where he helps enterprises turn artificial intelligence from promise into performance. With more than 15 years of executive experience, Laks has guided global organizations through complex AI transformations, bridging the gap between strategy, technology, and measurable business outcomes.

As the Founder and CEO of the Return on AI Institute (ROAI), now part of Scaled Agile, he helped pioneer proven frameworks for AI operating models, value realization, and leadership fluency. His work continues to focus on demystifying AI for executives and equipping organizations with the knowledge and systems to apply AI responsibly and effectively.

AI-Native Launch Event Recap

The AI-Native Launch Event brought together leaders, partners, and practitioners from around the world to explore how enterprises can move from using AI tools to thinking and working AI-natively.

If you joined us live — thank you. If you couldn’t make it, this page includes everything you need to catch up, explore resources, and continue your AI-Native journey.

What We Covered:

Business Imperative of Artificial Intelligence

The session opened with Andrew Sales and Laks Srinivasan, who set the stage by unpacking the business imperative of artificial intelligence. They reminded us that AI isn’t a future disruption — it’s a present capability — and that the organizations (and individuals) who learn to think and work AI-native will be the ones shaping what comes next. Their message was clear: AI adoption is no longer optional. It’s now part of how modern enterprises compete, deliver, and grow.

The AI-Naive Learning Path

From there, Dr. Steve Mayner guided us through the AI-Native Learning Path, showing how Scaled Agile is applying the same disciplined approach that scaled agility across enterprises to now build AI fluency at scale. He dove into the details of AI-Native Foundations, explaining how this first course equips teams with the shared language, confidence, and responsible practices needed to begin redesigning real workflows with AI.

Next, we turned it over to Arun Saraswat, a member of our Framework Team working on the AI side, who walked us through the second course in the journey — AI-Native Change Agent. Arun illustrated how this training helps change leaders move AI projects out of the proof-of-concept graveyard and into measurable business impact, giving participants practical frameworks to lead cross-functional initiatives that actually deliver.

Together, our speakers painted a clear picture of what it means to become AI-native: building capability, not dependency; fluency, not just familiarity; and a culture where innovation and governance move hand in hand.

Recording, Slides, Article and FAQs:

1. Recording

2. Slides

3. FAQs

4. Article: Coming Soon

Other Resources:

  • AI-Native Whitepaper :: A practical guide to thriving in the Age of AI, introducing the EDGE Framework and the seven AI-Native Success Factors that help organizations turn exponential change into sustainable advantage.
  • AI-Native Training Calendar :: Your single source for upcoming in-person enablement sessions across North America, Europe, and APAC including Foundations and Change Agent courses.
  • AI-Native Foundations Course Page :: Explore how this two-day immersive training helps all professionals build core AI fluency, redesign real workflows, and apply responsible AI practices from day one.
  • AI-Native Change Agent Course Page :: Discover how this hands-on, project-based course equips change leaders to move AI initiatives from proof-of-concept to production impact using repeatable success patterns.