AI's intersection with talent within corporations is revolutionizing workplace dynamics, requiring organizations to develop comprehensive strategies that balance technological advancement with human expertise while addressing generational perspectives and skill shortages in order to maintain competitive advantage
AI is rapidly transforming the workplace, emerging as a top priority for organizations across the globe. In fact, more than 80% of surveyed respondents said their organizations are already utilizing AI solutions, demonstrating a strong commitment to integrating advanced technologies into their operations, according to the Thomson Reuters Institute’s recent 2025 C-Suite Survey. The survey, completed in April 2025, featured insights from 200 C-Suite respondents from companies located in the United States, the United Kingdom, Canada, Australia, Brazil, Mexico, Germany, and France.
This widespread AI adoption is reshaping business processes, enhancing decision-making capabilities, and paving the way for more efficient and innovative workflows, the survey shows, with generative AI (GenAI), in particular, holding immense potential to further revolutionize industries. All of which fuels new opportunities for organizations to pursue growth and competitive advantage.
In addition, a large proportion of global C-Suite leaders (85%) said they see the rise of AI as having a transformational (62%) or high (23%) impact on their organizations over the next five years. While AI’s impact was seen as the most transformative by a wide margin, respondents also cited the explosion in data volumes (40%) and Gen Z professionals entering the workforce (24%) as other transformational impacts.
Drilling down a little further, it is interesting that other generational talent and workforce issues emerge. In fact, C-Suite executives from the largest companies are more likely to view Millennials moving into leadership roles and a shortage of skilled labor both as having a transformational or high impact than do the C-Suite executives at smaller companies.
In addition, these specific generation-driven talent insights show up in the adoption of AI as well. Generational perspectives on AI adoption and integration reveal distinct attitudes that have been shaped by each group’s unique experiences. For example, older generations tend to be more cautious with concerns about privacy, security, and job displacement, according to a recent report on GenAI attitudes from AI enterprise research firm MindBreeze.
At the same time, the hesitation in adoption does not necessarily mean these older generations won’t use it. When AI solutions demonstrate clear benefits, individuals from both the Gen X and Baby Boomer generations are shown to be receptive to adopting them. By contrast, younger generations, as digital natives, have grown up with fast-moving technological advancements and are more enthusiastic adopters of AI. They experience AI as an integral part of their digital lives and leverage it for both work and personal efficiency. Still, concerns do exist. In particular, Millennials expect companies to use AI responsibly and ensure that AI-driven decisions are transparent and fair.
Distilling skilled labor as a concern
The shortage of skilled labor is a pressing concern for C-Suite leaders, and one that carries the potential for affecting productivity and growth across industries. The 2025 C-Suite Survey notes that two-thirds of respondents (66%) said they consider the shortage of skilled labor to have a transformational or high impact on their organizations. This challenge is exacerbated by the rapid pace of technological advancement and evolving business needs.
In this situation, AI emerges as a pivotal solution to mitigate the effects of labor shortages. Survey respondents reveal that AI-powered technologies have led to improved efficiency and productivity in 78% of their organizations. C-Suite leaders also noted that successful AI implementations resulted in the automation of routine tasks and predictive analytics for decision-making.
However, balancing AI integration with human workforce needs remains crucial. Companies must ensure that AI complements the skills of their employees and fosters a collaborative environment in which technology and human expertise work hand in hand.
Making the generational divide & skilled labor shortage work
Embracing AI within an organization requires a holistic approach that includes strategic planning, workforce development, and resource allocation to fully leverage the potential of AI technologies and maintain effective oversight. Specific steps that organizations need to take include:
Creating an AI strategy — This strategy is essential as it enables organizations to effectively harness AI technologies, ensure alignment with business goals, and address robust governance around usage, including ethical considerations. While there is good news in that about three-quarters of C-Suite leaders said they have an overarching AI strategy at their organizations or separate AI strategies for different functions, findings from the Thomson Reuters Institute’s 2025 Generative AI in Professional Services Report suggests such corporate AI strategies are incomplete. In fact, just 23% of respondents to that survey said their organizations had policies guiding the use of GenAI at work. This suggests that there is a lack of robust governance and oversight at many organizations.
Appointing an AI strategy lead or dedicated full-time staffer — Almost 8 of 10 C-Suite leaders (79%) indicated that there is a formal AI strategy leader in place or that their organization has full-time staff dedicated to AI strategy. Having a dedicated leader assigned to the company’s AI strategy also helps to align AI initiatives with the overall business objectives of the organization and facilitates seamless integration across various functions within the organization.
Upskilling their workforce — One of the core components of enabling enterprise adoption of GenAI is making AI tools accessible and providing training and development opportunities for learning. While offering regular AI training is table stakes, organizations are lagging in that, according to the 2025 C-Suite Survey, which shows that just 31% of C-Suite respondents said their organizations provided GenAI training. Yet, to create a tech-agile workforce, a multi-pronged approach is required, which includes targeting the skills of the future for junior specialists and developing an AI mindset for more experienced professionals.
Taking advantage of generational strengths through mentoring — Younger employees can help mentor older colleagues to become more familiar with AI tools, while experienced professionals can offer valuable perspectives on the strategic and ethical aspects of adopting AI. Cross-generational mentorship can also help drive collaboration and understanding as essential ingredients in fostering a culture of innovation and adaptability.
AI’s transformative impact on the workplace is undeniable, but developing comprehensive AI strategies, investing in workforce upskilling, and leveraging generational strengths through mentorship are required to enable organizations to navigate the evolving landscape.
You can download a copy of the Thomson Reuters Institute’s recent 2025 C-Suite Survey here
