#ai-strategy

#ai-strategy

This role is all about thinking how you can use your experience and keep yourself up to pace with the advancement that is happening in the technology world. As CIO, you must ensure you understand market insights, so that you know what's happening in the business, what's happening in the industry, and then continue to push your stakeholders on future-proofing your organisation.

In his last quarter as CEO of Berkshire Hathaway ( NYSE: BRK-B), Warren Buffett remixed his portfolio, as he always does. He cut his position in Amazon ( NASDAQ: AMZN | AMZN Price Prediction) and increased his bet on Chevron. He also did something he has done for several quarters. He cut his position in Apple ( NASDAQ: AAPL) sharply, According to Bloomberg, "Also in the fourth quarter, Berkshire continued trimming its stakes in Bank of America Corp. and Apple Inc., bringing them to 7.1% and 1.5%, respectively." He first bought Apple in 2016.

The bank is reshuffling its commercial and investment bank to "maximize the impact of AI," according to an internal memo seen by Business Insider that was sent this week. The firm has named Guy Halamish as the chief operating officer of the CIB and tasked him with overseeing the ongoing effort to "harness the power of our data and fully leverage rapidly evolving AI capabilities," the memo, signed by the CIB's co-CEOs, Doug Petno and Troy Rohrbaugh, said.

AI is no longer optional at banks. The road map, and showing how it pays off, is the hard part. Alexandra Mousavizadeh, the cofounder and co-CEO of Evident, which tracks AI use in the financial industry, said some AI capabilities are "table stakes" for banks at this point - think back-office functions like reviewing legal documents and routine onboarding tasks. Beyond that, though, Mousavizadeh banks need to double down on their "competitive edge."

Revenue was $81.3 billion and increased 17% (up 15% in constant currency) Operating income was $38.3 billion and increased 21% (up 19% in constant currency) Net income on a GAAP basis was $38.5 billion and increased 60%, and on a non-GAAP basis was $30.9 billion and increased 23% (up 21% in constant currency) Diluted earnings per share on a GAAP basis was $5.16 and increased 60%, and on a non-GAAP basis was $4.14 and increased 24% (up 21% in constant currency) Non-GAAP results exclude the impact from investments in OpenAI, explained in the Non-GAAP Definition section below

Eric Schmidt has been a central figure at Google for nearly two decades, serving as CEO and executive chairman of the company and of Alphabet, the conglomerate of which Google is a part, between 2001 and 2017. An active supporter of the Democratic Party, he maintained a close relationship with Barack Obama from the beginning. He is currently, among other things, CEO and investor in Relativity Space, an aerospace company.

The foundation of an AI strategy is about vision, drivers and risks. It should focus on the essence of what an organization wants to achieve with AI, and be fully aligned with its business strategy. Digital workplace leaders should have regular discussions with relevant stakeholders, including C-level managers. Together, they should identify and formulate a vision that answers the question about the importance of AI to the organization, given its business goals, current market circumstances and competitor activities.

A quiet but consequential shift is underway in the executive labor market. Companies are rethinking how they access senior judgment in the AI era. Rather than defaulting to full-time executive roles that command lofty salaries and long-term overhead, companies are increasingly turning to experienced consultants, strategists, and advisors to provide leadership on a limited and targeted basis. This is not a dilution of leadership, but a recalibration of where experience delivers the most value.

Across every industry, organizations are investing heavily in the potential of artificial intelligence to reshape how they operate and grow. Nearly 80% of executives expect AI to significantly contribute to revenue by 2030, yet only 24% know where that revenue might come from. This isn't an awareness gap. It's an architecture gap. The companies already capturing AI's value aren't waiting to discover it through pilots and proofs-of-concept.

If you want to win in AI - and I mean win in the biggest, most lucrative, most shape-the-world-in-your-image kind of way - you have to do a bunch of hard things simultaneously. You need to have a model that is unquestionably one of the best on the market. You need the nearly infinite resources required to continue to improve that mode and deploy it at massive scale.

AI is coming for unprepared businesses. The tools that seemed futuristic last year are now mainstream. Your customers can access the same information, generate the same content, build the same websites. What if your business became obsolete because you didn't see what was right in front of you? The businesses that thrive in 2026 will be the ones that take action today. They'll build trust through human connection and prove their value beyond what any tool can replicate.

Sam Altman reportedly issued an internal "code red" at OpenAI in December 2025 - an emergency directive to focus resources on improving ChatGPT whilst delaying initiatives like advertising or Pulse triggered by Google's launch of Gemini 3. The flagship product that triggered the current AI frenzy, deployed to hundreds of millions of users, needed an internal alarm bell. Not because it had fundamentally failed.

"We want AI to penetrate all aspects of our business," he told ZDNET in a one-to-one conversation at a hotel in London, suggesting his company has created a top-down and bottom-up commitment, where employees are encouraged to explore AI in a tightly governed and secure manner. Also: 5 ways to prevent your AI strategy from going bust Key use cases include conversation summarization to assist support specialists, applying agentic AI to enterprise-grade software engineering, and using gen AI to create effective marketing collateral.

The mission is both personal and professional for the Nadella, who is pushing the company to rethink how it operates at every level. That's according to internal Microsoft documents obtained by Business Insider, and interviews with leaders, managers, and other employees at the software giant. Sweeping organizational shifts include high-profile executive changes and mandates for teams to work faster and leaner - all designed to consolidate power around AI leaders and radically reshape how the company builds and funds its products.

Leaders need to make themselves vulnerable when it comes to AI. As Rajan observed, there is power in saying I don't know. Of admitting that I don't know what the future will hold or what the best AI use cases will be. That's a hard pill for most lawyers to swallow and for managing partners of a firm full of aggressive lawyers to admit.

"For too long, our Department has been bogged down by bureaucracy and busy-work; even the most productive public servants are mired in paperwork and process. Across our mission space - from research, to health care delivery, to public health - we've layered administrative red tape on innovators," HHS Deputy Secretary Jim O'Neill wrote in an introductory letter for the strategy. "We will harness AI technologies to streamline operations and enhance support for care delivery throughout the entire health care industry. We call it OneHHS."

"We will neither fail, nor will we be an average outcome, and that's what we want and that's all I care about every day and all you should care about every day, and nothing else should matter," CEO Alex Blania told employees at the start of the year, according to a recording reviewed by BI's Nicole Einbinder. Blania's message has become a common pitch from tech executives to their employees ahead of critical junctures. For Orb, it's about getting more people to opt into what amounts to a human verification tool.