What: Verizon argues that teams are best placed to know where to implement AI in their tasks, not an AI “czar.”

Why it is important: AI should not be a pretext to increase organizational complexities, on the contrary.

Artificial intelligence (AI) is increasingly recognized for its transformative potential across various business operations, including supply chain, HR, sales, and marketing. However, the prevalent corporate strategy of appointing a central AI "czar" to oversee technological integration often fails. Such appointments usually result from board enthusiasm following pitches about new tech opportunities, leading to the selection of leaders who lack practical understanding of daily operations. This disconnect can result in suboptimal utilization of the technology, with these leaders frequently exiting after minimal achievements.

Instead, effective AI deployment requires a decentralized approach where innovation is driven by frontline employees who understand the specific operational challenges and opportunities. At Verizon, for example, AI implementation is managed by teams directly involved in the relevant workflows, supported by a center of excellence that provides necessary tools and governance. This model fosters a deeper, practical integration of AI, allowing for operational adjustments in real-time based on frontline feedback.

Verizon's experience demonstrates that leveraging AI for customer care, sales, and operations can significantly enhance service efficiency and sales conversion rates. AI assists in simplifying complex customer interactions and continuously improves through real-time learning from user interactions, leading to more personalized customer experiences and improved performance metrics. Ultimately, this approach emphasizes the empowerment of employees who can apply AI tools effectively at the point of action, ensuring that technology enhances, rather than encumbers, business processes.

Teams Should Drive AI Adoption — Not Senior Leadership