AI digital assistants offer "treats" to workers-automating repetitive tasks, extracting insights, and increasing individual productivity-while at the same time facing the "tricks" that AI performs, such as bias, hallucinations, and trust issues.

However, a key difference in perception has emerged: workers are intensely experimenting with AI, while many leaders are lagging in the strategic adoption of AI, underestimating its potential and failing to scale pilots into meaningful changes within the company.

What does it take for leadership to move from cautious observers to fluent practitioners?

How to align the use of AI with business goals, invest in skills, establish effective governance, and the "transition" that will bridge this gap and fully unleash the organization's potential?