CEO’s Guide to Generative AI: Proactive Advice for 2024

CEO Looking at Representation of AI Entity

Generative AI is a game-changer for business. I am helping business leaders like you understand the impact of emerging trends like generative AI. 

In this discussion, we’ll review generative AI’s role in business, including practical steps to weave AI into your operations and measure its impact on performance. You’ll also gain insights into using generative AI to enhance creativity and navigate future work dynamics. By the end of this article, you’ll understand generative AI and be ready to leverage it effectively in your business.

Understanding Generative AI in the Corporate Landscape

Generative AI is reshaping companies, giving CEOs tools to drive innovation and hone their competitive edge. Generative AI’s transformative power lies in its ability to generate novel content by analyzing and learning from existing data. The insights derived from AI can point to pivotal shifts that open new opportunities. Generative AI also applies to creating all types of content, including software code. The challenge for CEOs is understanding how to harness generative AI and where to apply it for maximum returns.

Understanding generative AI is essential for CEOs seeking to push their companies into the future. Tools like ChatGPT can analyze trends, generate reports, summarize documents, evaluate reports, create images, develop ideas, and much more. You can improve customer experience with help from generative AI. Generative AI can also enhance employee experience and enable more effective hiring practices. Such capabilities allow businesses to keep up and set the pace in their industries.

Generative AI can spark creativity within teams by providing insights and ideas. Incorporating these technologies means more than staying relevant and improving operational efficiency; it’s about leading through innovation. Fostering an environment where innovation thrives is critical for any business aiming to outpace its competitors. The dynamic nature of generative AI enables companies to explore new avenues for growth that were previously unimaginable.

To make the most of generative AI, CEOs must first understand how it works, determine when to apply it, when not to apply it, and learn how to maximize ROI from their AI investment. Generative AI is not a magic bullet, but it will help you increase your revenue and reduce your costs when properly applied. 

The Advantages of Generative AI in Business

Adopting generative AI doesn’t necessarily mean replacing employees or sidelining your workforce. Instead, generative AI allows employees to focus on higher-value tasks while automating routine ones. Automating with generative AI helps companies remain competitive while increasing job satisfaction.

A prime example is customer service departments, where chatbots powered by ChatGPT technology have made significant strides. AI can handle common inquiries more efficiently, reducing wait times, improving overall user experience, and allowing human agents to address complex issues that require a human touch.

Improving Workforce Productivity

One significant benefit is how AI improves operations. By automating routine tasks, employees can focus on more complex issues that require human insight. Using AI speeds up workflows and reduces errors, leading to a more efficient workforce.

Consider Salesforce’s Einstein, an AI tool that helps sales teams predict customer behavior and suggest next steps. For example, a sales rep can query the system about prospective renewals based on previous conversations. Generative AI will assimilate and analyze data to provide insights and suggest next steps. It’s like having a crystal ball at your desk.

Using generative AI to draft reports and business documents also saves time. AI can suggest the document structure, offer content ideas, and research data points and references.

Significantly Cutting Costs 

By implementing AI, companies can save a lot in operational costs. The cost-saving potential is enormous, from reducing overhead associated with manual processes to optimizing supply chains to creating better resource allocation.

In areas such as design, engineering, manufacturing, and architecture, generative AI can automate aspects of the design process to shorten delivery time. For example, AI will create many design options based on specific parameters – more design options than humans can.

Generative AI can also facilitate research and development, accelerating prototyping and testing. For example, pharmaceutical companies are cutting drug development time by using AI to generate new molecular structures for drug discovery. 

Generative AI can also create training materials and simulations, reducing the need for in-person training. AI automation can be especially valuable for compliance and operational training.

Code generation tools increase software developers’ productivity by up to 50%. Some companies are cutting back on hiring new software developers, enabling them to deliver their products to market at lower costs.

Gaining Competitive Advantage

Staying ahead means adopting cutting-edge technology before your competitors do. With generative AI tools like ChatGPT, image creation technologies like MidJourney and Stable Diffusion, and coding tools like Microsoft’s Copilot, companies create unique content, software, and products faster than ever, a clear advantage in any industry.

These tools allow for rapid prototyping and innovation, enabling businesses to explore new ideas without significant upfront investment. Just think about launching new product lines within weeks instead of months.

Generative AI also enables companies to personalize products and services at scale. By analyzing customer data, AI can provide personalized content, recommendations, and products to meet customer needs, increasing sales and boosting customer loyalty.

Insights produced using generative AI also identify emerging trends and improve market adaptability. Greater market agility makes it easier to respond to changes and take advantage of new opportunities. 

Creative Processes with AI

AI is transforming our approach to creativity and innovation. Brainstorming sessions are no longer limited to human input but enhanced by machine-generated ideas that can push the boundaries of conventional thinking. Generative AI can be more effective at generating ideas than humans.

This synergy between human creativity and artificial intelligence leads to unprecedented imagination and innovation. By analyzing vast amounts of data, AI tools can suggest combinations or ideas that might not be immediately obvious to even the most creative minds, thus significantly enriching the ideation process.

Fostering New Forms of Content Creation

Introducing generative AI into content creation has paved the way for personalized marketing strategies that were once deemed impossible. For instance, companies now use AI technologies to generate unique images or text specifically tailored to their target audience without substantial manual effort.

Such advancements enable businesses to attract attention and engage with their customers on a deeper level by providing highly relevant content. Generative AI is transforming how brands communicate in the digital age.

Embracing AI 

As we have discussed, AI can enhance productivity when used to support business processes. Generative AI complements human skills, automating routine tasks to free employee time for more complex, creative work. Freeing workers from routine tasks improves productivity and enhances innovation. 

AI will enhance all of our jobs. Most AI will be embedded in the tools we already use today. We don’t have to be experts in AI; we just need to learn how to use it to make ourselves and our companies more productive.

Measuring the Impact of Generative AI on Business Performance

When CEOs decide to implement generative AI in their businesses, they need a solid framework to measure its impact. They need to see if the technology works and understand how it transforms business operations and contributes to overall success.

ROI Analysis: The Financial Perspective

The first step is conducting an ROI analysis. By comparing pre- and post-AI implementation metrics, leaders can gauge the impact on financial performance. Considerations include efficiency gains that reduce operational expenses, revenue growth from better marketing and sales, and new revenue from AI-driven product development. 

Calculating ROI is seldom simple. You must identify all the factors that contribute to the cost of the investment. For example, automating customer service may require an investment in hardware, software, personnel, hosting services, development time, license fees, etc. Generative AI can help identify cost factors and refine your ROI formula.

Generative AI can also help analyze future returns and cost changes and predict changes in market conditions and other factors impacting revenue. It can be extremely valuable for modeling and simulations.

Customer Satisfaction Metrics: The Customer Viewpoint

Beyond numbers, assessing customer satisfaction before and after deploying generative AI reveals its impact on customer experiences. Tools like Net Promoter Score (NPS) surveys help quantify customer loyalty and satisfaction levels. They can serve as key indicators of market competitiveness due to improved product offerings or service delivery thanks to AI integration.

Generative AI can be an ideal tool for customer feedback analysis. AI can analyze data from multiple sources, such as surveys, social media, call center transcripts, online queries, etc. Understanding customer pain points and the quality of customer interaction can highlight areas that need improvement. 

Leveraging the Power of AI in Your Business

This discussion provides a 10,000-foot view of the landscape of generative AI for CEOs. As you can see, generative AI has the potential to reshape your business from the ground up.

These tools are not futuristic—they’re here today, and if you understand how to apply them, they can take your operations to the next level. With the proper guidance, you can embrace AI for marketing, product development, software development, customer service, operations, and beyond. 

With guidance, you can leverage AI to streamline many work processes within your company. It’s about understanding how to enhance efficiency while fostering a culture of innovation. Generative AI for CEOs is all about making smart moves today that futureproof your business tomorrow.

My name is Glenn Gow, CEO Coach. I love coaching CEOs and want to help make you an even better CEO. Let’s decide if we are a fit for each other. Schedule a time to talk with me at calendly.com/glenngow. I look forward to speaking with you soon.

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What Glenn’s Clients are Saying…

SUCCESS STORIES

Janice Raises Over $100M for Her Company

Janice Raises Over $100M for Her Company

As one of the founders, Janice had created the perfect solution in an exploding market. As her CEO Coach, we worked very hard to create a scalable business model that significantly accelerated revenue growth. This model included geographic expansion, the addition of new product offerings, and stickiness to create repeat business.

This triple revenue-acceleration model not only worked but it attracted the interest of growth investors.

But a growth model wasn't enough. We needed to help Janice become a better CEO. Specifically, we worked on how to manage her board, so their faith in her as the CEO grew as time went on.

For some CEOs, the board can be intimidating. At first, it was for Janice as well. We worked on how to manage the board and get the most out of the board. Ultimately, we turned the board into a strong set of advisors and advocates for Janice as the CEO.

The support and confidence of the existing board was a critical factor in enabling her to raise well over $100M in the next round, increasing the valuation by more than $600M.

Darren Raises His First $3 Million

Darren Raises His First $3 Million

My CEO client (Darren) was starting a company in a new category. He was focused on raising capital for his business and wanted help crafting his story. Darren is a brilliant CEO, yet he realized he could produce a better story with help from someone who has created successful fundraising stories many times.

When we started working together, his story was overly complex, difficult for investors to understand, and not as strong as it could have been. Together we built a story about the tremendous value the company was creating. We used historical precedent to bolster the vision and mission. We gave investors confidence in the founders. We proved that the company could scale.

Investors are pattern-matchers. They look for the patterns that tell them this opportunity is like other opportunities they’ve seen, giving them a strong belief in the potential ROI. Together, Darren and I constructed a winning story that helped key investors see the patterns of success.

According to Darren, “Glenn gave me the perspective and confidence I needed to succeed.” Darren raised $3 million for his startup company in his first round. Darren has continued to successfully raise money in later rounds as well.

Meilin Creates A Scaling Organization

Meilin Creates A Scaling Organization

Meilin was always asking, "How can I help my company grow faster?" She was successful by most measures but had higher growth ambitions.

As her CEO Coach, I helped focus her efforts and energies on an often-overlooked area for many CEOs. This area enables scaling and enables the CEO to manage their team more effectively -- values.

Most CEOs have corporate values but don't use them as the ultimate way to install a belief system - a way for every employee to focus on the most critical issues for the company.

Meilin and I worked on making the values core to the thinking and speaking of the management team. Once the management team adopted these values and started speaking about them in their regular communications, we knew that we were on our way to ensuring that every employee “lived” the values.

While values are not the only thing a company needs to grow fast, they are critical to its success. Meilin's company is now growing over 100%.

Sean Gets It All Done

Sean Gets It All Done

As CEO, Sean had no work-life balance, and he was struggling with the overwhelming responsibilities of being a CEO. One of the biggest challenges of any CEO is to get everything done. The list of critical items seems to grow every day.

As his CEO coach (and as a former CEO), I recognized the stress he was under. That level of stress is no fun. To help Sean become a better CEO, I focused him on delegation, talent development, and balance.

First, we focused on developing Sean's delegation skills. Delegation is the "8th wonder of the world." When you make it work, your workload diminishes, and the company performs at a higher level. As Sean became better at delegating, he also began to see strengths and weaknesses in his leadership team from a different perspective.

The next step was to refresh his leadership team. We created a plan to either develop the ones that could step it up and perform better or find new leadership team members for those that couldn't help the company grow.

Finally, we worked on creating a way of living for Sean that provided him some balance. I tell my CEOs to "put their oxygen mask on first." If a CEO wants to perform at the highest level, they need to take care of themselves first.

Now that Sean has a much better leadership team, he has become a master delegator. By delegating many of the activities he had taken on before, he now has much more time to take care of himself.

Sean's company has now entered a new growth phase. More importantly, he is enjoying his work a lot more and his life a lot more.

Viraj Fires His “Best” Employee

Viraj Fires His “Best” Employee

As a CEO, Viraj was focused on employee retention. He recognized the value of keeping high-performing employees and the high cost of turnover.

One of Viraj's direct reports was one of his "best" employees. This person consistently out-performed against their targets. Within their function, they were a rock star.

However, this same person was toxic to the rest of the organization. They constantly argued with others, and they made most others feel bad about themselves. Viraj found he was spending a great deal of time managing around the toxicity created by this employee.

Viraj valued this person's contributions within their function, and he also really hated the idea of employee turnover. As a result, Viraj put up with this person and continued to work around the toxicity issue.

As Viraj's CEO Coach, I helped him understand that team alignment and team cohesion are critical factors to help the company grow. We agreed that preventing employee turnover is a good goal, but not at the expense of creating a well-functioning team.

Viraj wanted to become a better CEO, and he knew what he had to do. While it was difficult, he decided to fire the person he once thought was his "best" employee.

The first thing he heard from the rest of his direct reports was, "What took you so long?"

Olivia Finds Product-Market Fit

Olivia Finds Product-Market Fit

Olivia, my CEO client, is a product genius. She is highly creative, an excellent problem-solver, and knows how to get products out the door on time.

Olivia raised a great deal of money based on her product ideas and some early successes. The challenge was that her company wasn't growing fast enough. The pressure from the investors was building, and she was worried.

Raising a lot of money early is a blessing and a curse. The curse is that Olivia delivered her product too quickly. She delivered it, making too many assumptions about the market she was serving. When the product was released, it was a good fit but not a great fit.

Olivia was concerned about the time and dollars it would take to conduct research and test product-market fit in multiple market segments. We created a partnering strategy that enabled us to test multiple new market segments in a short time.

Olivia has found multiple market segments that are a fit for the product. Now that she has achieved product-market fit, the strategy is to "go big" on the go-to-market. And her company is taking off.

Wilson Turns the Board Around

Wilson Turns the Board Around

Wilson was a first-time CEO. The company was doing well, but not quite as well as the board had hoped. Wilson found himself uncomfortable as a minority shareholder working with a board that could fire him if he didn't perform.

Wilson wanted to know how to manage a Board of Directors. The first step was to acknowledge that a board has different measures of success than the CEO. That means there will naturally be tension. The second step was to dig in to deeply understand what the key drivers are for each board member.

Based on this information, Wilson can now address his needs, the company's needs, and the board's needs. That was the first breakthrough.

Once he knew how to address the needs of the board, we turned to address his needs. As Wilson's CEO Coach, I helped him realize that the board is an incredible asset to leverage.

Wilson began to build relationships with the board members individually to understand better how they could be of service to him and the company.

When Wilson works with the board, he is fully aware of their needs and addresses them appropriately. More importantly, he now tells the board what he is doing and relies on their insight and experience for feedback on how to help the company perform at a higher level.

Wilson is no longer concerned about the board and now gets more out of them than ever before.

Darius Solved His Crisis

Darius Solved His Crisis

I got the call at 10 PM on a Thursday. Darius, a CEO client, reached out to me just as I was about to end the day. "Glenn, my Chief Revenue Officer, just resigned, and I'm not sure what to do."

Darius was running a rapidly-growing business that was highly dependent on a well-run sales organization. He had delegated sales responsibility to his Chief Revenue Officer so Darius could focus on engineering and product.

The good news is that Darius didn't relinquish oversight or reporting of sales, just sales execution. It's also true that Darius wasn't in a panic, and we had worked on a plan for the departure of each of his direct reports.

At the moment, though, Darius and I needed to review that plan to ensure it was our best option. We checked whether or not the interim head of sales could genuinely step into the role. We discussed which accounts Darius should immediately nurture relationships with. We agreed that the recruiter we would need was still the right recruiter.

We quickly put together a communication plan on how to bring this news to the leadership team and the rest of the company. We worked on the exact next steps to interact with the interim head of sales, the director of sales operations, and HR.

Darius felt he didn't know what to do, but in actuality, he did. We had prepared for this, and he just needed to talk it through in the heat of the moment so he could execute against the plan immediately.

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