What Are Senior Leaders Thinking About AI in the Workplace?
As I continue to navigate a job market increasingly shaped by AI platforms and emerging technologies, one question I continually ask myself is: What is the next big development, and how will it affect the way I work and build my career?
I explored this question at the Ascend Midwest Conference, Inspiring Across Generations (IAG), in Chicago. One discussion that stood out involved senior partners and executives from organizations including KPMG, Technology Solutions, and Protiviti. They considered how global companies should allocate capital between AI investments and other business priorities.
A key takeaway was that adopting AI is not simply about having access to the newest technology. Leaders must determine whether a tool solves a meaningful business problem, delivers measurable results, and introduces risks the organization can manage over the long term.
One important distinction is that efficiency is not the same as resilience. Businesses can optimize processes for speed and cost savings while becoming less prepared for unexpected disruptions. In an October 2026 article for Inc., Van Carlson highlights how growing dependence on AI systems, cloud infrastructure, and technology providers can expose businesses to risks such as model failures, corrupted data, cybersecurity incidents, and service outages (Carlson, 2026). If a critical system fails, the effects can extend beyond one department and disrupt broader financial and operational activities. Leaders therefore need to consider not only how AI improves performance under normal conditions, but also how their organizations will respond when something goes wrong.
This challenge becomes more significant as companies increase their investments in AI. According to the Global Tech Council (2026), 78% of Fortune 500 companies have dedicated AI strategy teams, yet only 23% of organizations report having mature AI governance frameworks. This gap raises an important question: Are companies developing appropriate safeguards as quickly as they adopt new technologies?
The scale of investment also demonstrates how rapidly the industry is evolving. Stanford University's Institute for Human-Centered Artificial Intelligence reported that global corporate AI investment reached $581.7 billion in 2025 (Lynch, 2026). However, technological advancement also brings uncertainty about the future of work. Lynch (2026) reported that employment among software developers aged 22–25 had declined nearly 20% since 2024. Although this trend does not establish AI as the sole cause, it raises concerns about how changing technology and business priorities could affect entry-level opportunities.
For industries such as accounting, AI may help automate routine tasks, analyze financial data, and identify unusual transactions. Yet professionals must still evaluate the accuracy of AI-generated outputs, exercise judgment, and remain accountable for their decisions. Similar considerations apply across STEM fields, from validating scientific findings to reviewing AI-generated code. As routine tasks evolve, organizations must also consider how early-career employees can gain the practical experience needed to develop professional judgment.
Looking ahead, I believe organizations must balance innovation with responsible implementation. This means establishing internal controls, training employees to use AI effectively, and evaluating whether these tools genuinely improve outcomes rather than simply reduce costs. It also means preparing for disruptions instead of assuming technology will always perform as intended.
Ultimately, the question is not just how quickly companies can adopt AI, but how thoughtfully they can integrate it. As future professionals, we must remain adaptable while strengthening our technical knowledge, critical thinking, and communication skills. As AI transforms the workplace, how can we ensure organizations striving for greater efficiency also builds stronger businesses and creates opportunities for the people behind them?
References
Carlson, V. (2026, October 8). As companies embrace AI, efficiency brings new risks. Inc. https://www.inc.com/van-carlson/as-companies-embrace-ai-efficiency-brings-new-risks/91415260
Global Tech Council Research Team, & Sharma, A. (2026, January). The state of AI in 2026: Trends, challenges & enterprise readiness. Global Tech Council. https://www.globaltechcouncil.org/industry-reports/ai/state-of-ai/
Lynch, S. (2026, April 13). Inside the AI Index: 12 takeaways from the 2026 report. Stanford Institute for Human-Centered Artificial Intelligence. https://hai.stanford.edu/news/inside-the-ai-index-12-takeaways-from-the-2026-report
About June Sirichusinwong
June Sirichusinwong is a 2026 AdaMarie Fellow whose career spans chemistry, economics, sustainability, and artificial intelligence. A graduate of the University of Illinois Urbana-Champaign, she has explored venture capital, corporate sustainability, consulting, and AI — most recently through the Handshake AI Fellowship, where she worked to build adaptive AI models that improve accuracy across different user needs.
