Many executive teams have invested in AI for years, but frustration persists not from skepticism but from a disconnect between AI initiatives and tangible business outcomes. While pilots and momentum exist, leaders struggle to link AI efforts directly to profit and loss. My experience at Kroger, overseeing AI that impacted margins and customer retention, taught me that leadership must focus on measurable value rather than technical activity. The key to bridging the AI-to-business gap lies in three areas: 1) Demonstrating how AI shows up on the P&L by improving revenue and cutting costs with focused investments that change unit economics; 2) Recognizing that speed in decision-making is a critical advantage, as slow organizational responses erode the benefits AI can offer; 3) Understanding that confidence in AI insights is vital under increased market risks—better information demands decisive leadership. Ultimately, successful AI adoption requires CEOs to own AI as a core business agenda, ensuring efforts generate real value, not just activity. Those who align AI with business results are setting a valuable precedent for others to follow.
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