The rapid growth of artificial intelligence (AI) is no longer limited to research labs or tech startups. Today, AI has become a core part of at least one business function in almost every organization.

According to NIST, 91% of CEOs and 93% of other senior executives report that their companies are using AI or plan to do so. There are numerous benefits to using AI, including increased productivity and engagement, streamlined innovation, and reduced costs.

While AI has been mostly implemented across business operations, it is now also becoming a part of boardroom discussions. It influences how decisions are made and how companies compete.

Executives who once focused on traditional market factors must now evaluate algorithms, predictive models, and machine learning tools alongside financial forecasts. The executive table in 2025 looks different: technology doesn’t just support strategy; it actively shapes it.

Reshaping Leadership Strategies

AI is pushing leaders to move beyond conventional approaches. According to a McKinsey & Company article, AI can have a direct impact on how strategy building and implementation work. It can enhance tasks such as analysis and insight generation. Moreover, it also eliminates human bias and the social side of the strategy.

Experts estimate that AI will improve every aspect of strategy development, from design to execution. Strategic planning now requires fluency in data literacy, comfort with automation, and an openness to continuous learning.

Executives who embrace these shifts are finding new ways to innovate. This is whether through personalized customer experiences, streamlined operations, or predictive workforce planning. At the same time, they must be vigilant about issues such as bias, transparency, and accountability. These are increasingly under scrutiny in boardrooms and regulatory environments alike.

How does AI affect long-term strategic planning for executives?

AI allows leaders to simulate multiple scenarios with greater accuracy, which reshapes long-term planning. Instead of relying solely on historical data, executives can use predictive models to anticipate emerging market trends. This approach improves resilience and helps organizations pivot more effectively during periods of uncertainty.

Education Meets Innovation

To adapt, leaders are rethinking what it means to be prepared for the future. Professional development and advanced education are becoming essential as leadership roles grow more complex. These training and education programs are also adapting to the changing requirements.

For instance, Spalding University states that a Doctor of Education (Ed.D.) in leadership equips executives and aspiring decision-makers with the ability to critically analyze organizational structures. They can also learn how emerging technologies alter traditional management practices.

This combination of theory and practice helps leaders connect human values with technological innovation. Thus, someone with an Ed.D. in leadership can ensure that AI-driven strategies are efficient, ethical, and sustainable. Programs like these encourage executives to view leadership through a lens that balances long-term vision with immediate transformation needs.

Why is ongoing education becoming essential for leaders in the age of AI?

As industries evolve rapidly, leadership knowledge can quickly become outdated. Ongoing education ensures executives remain aware of technological advances and governance practices. This continuous learning prepares them not only to adopt AI but to anticipate its impact on workforce planning, customer engagement, and long-term growth.

The Human-AI Partnership

Despite AI’s sophistication, executives recognize that technology cannot fully replace the human side of leadership. Algorithms may provide insight, but it is the leader who interprets those insights within the cultural, ethical, and strategic context of the organization.

There are also privacy and ethical concerns around the use of AI. According to Capgemini, trust and confidence in completely autonomous AI is declining for this reason. Therefore, despite agentic AI being estimated to deliver $450 billion in economic value by 2028, only 2% of companies have adopted it.

On the contrary, human-AI collaboration can unlock far more economic value. According to the World Economic Forum, it can deliver $15.7 trillion in economic value by 2030.

This highlights the limitations of current AI models, which reflects the importance of human involvement. Thus, it is a human-AI partnership that will define the next era of business.

The most successful executives are those who use AI to enhance, rather than overshadow, human judgment. This partnership creates a dynamic where leaders guide the narrative, ensuring that technology aligns with company values and stakeholder expectations.

Can relying too much on AI reduce creativity in leadership decisions?

There’s a risk that over-reliance on algorithmic recommendations may potentially narrow leaders’ decision-making lens. However, when used wisely, AI can free them from repetitive tasks, giving them more time and energy to pursue creative and innovative thinking. This can be extremely important in areas where human judgment matters most.

AI and Ethical Leadership

The ethical dimension of AI is quickly moving to the forefront of executive conversations. Leaders are being asked not only to deploy AI tools but also to defend the choices behind them.

Questions about fairness, inclusivity, and privacy are shaping public trust in brands. Governments are now responding with frameworks and regulations that demand higher accountability from businesses. For executives, this means leadership strategies must extend beyond efficiency and growth into areas that safeguard human values.

The growing global momentum around AI regulation, such as the U.S. NIST AI Risk Management Framework, underscores the seriousness of the issue. The framework was released in January 2023, with an aim to improve openness and transparency, among other things. There are numerous resources, including the framework itself, roadmap, and crosswalk, that companies can refer to for implementing ethical AI models.

Companies can no longer treat ethics as an afterthought; it has become a measurable component of competitiveness. Executives who can demonstrate responsible AI adoption are likely to earn both customer loyalty and investor confidence. On the other hand, those who ignore these questions may face reputational risks that directly impact long-term performance.

In 2025, AI at the executive table is no longer a distant concept; it is a daily reality. Leaders who thrive are those who treat AI as both a tool and a collaborator. They understand that the real challenge lies not in adopting the latest technology, but in reshaping leadership strategies so that organizations can remain resilient.