"There's a divide in how leaders are using it in their communications with teams and the public. There's a group that is being more passively led by the capability, writing generic content which doesn't actually sound like them, full of "it's not this, it's that," and dramatic three-word sentences. Arguably it's doing more harm than good for them. And then there's a smaller group that is investing time in it to make the LLMs an extension of themselves, using it for their passions, creating custom GPTs, vibe coding useful web apps, training it how to write like them. And you can see them scaling their impact in a really cool way."
"Across the board, we're seeing a shift from what AI investments you've made to how AI is operationalized, into process and workflows. Grand pronouncements about AI are meaningless if the benefits aren't made tangible. For our teams, that translates to a shift from general AI training sessions to functional, role-based sharing of use cases and how AI can streamline work, save time, and drive efficiency, in practice versus theory."
AI use and acceptance are changing rapidly across boards, leadership, teams, and customers. Attitudes are moving away from generic AI-generated communications that do not sound like the organization. Some leaders invest time to make AI an extension of themselves by creating custom GPTs, training models to match their writing style, and using AI for practical development tasks. Another shift is moving from AI investment to operationalization, focusing on embedding AI into processes and workflows. Grand announcements are seen as ineffective without tangible benefits. Teams increasingly seek functional, role-based sharing of use cases that streamline work, save time, and improve efficiency, while some staff embrace AI and others remain skeptical.
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