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About Rialto
What we do
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Our clients
Contact
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The Rialto Consultancy
Tel: +44 (0)20 3746 2960
Email:
info@rialtoconsultancy.com
Executive Relevance in the Age of AI
Executive Relevance in the Age of AI
1. Which capability will most differentiate high-performing Leaders in an AI-augmented organisation?
Select between
1
and
2
choices.
Strategic judgment in ambiguous environments
Ability to integrate AI into business strategy
Human-centred leadership and culture building
Ethical oversight and governance
Cross-functional systems thinking
Technical fluency in AI tools
Speed and decisiveness
Talent transformation and workforce redesign
2. When hiring for a senior executive role in 2028–2030, boards will prioritise candidates who can:
Select between
1
and
2
choices.
Demonstrate AI-enabled business transformation
Translate AI into measurable commercial growth
Build AI-integrated operating models
Lead workforce reinvention at scale
Provide strong governance and AI risk oversight
Combine human leadership with technological change
Bring deep technical AI expertise
3. Which executive activity is most likely to be partially/fully automated by AI over the next 3 years?
Select between
1
and
2
choices.
Data analysis and performance reporting
Scenario modelling and forecasting
Operational oversight
Information synthesis and research
Routine decision-making
Workforce planning and Talent Management
None — AI will primarily augment, not reduce
4. Which capability gap will most threaten an executive’s competitiveness in the next 3 - 5 years?
Lack of AI fluency
Inability to connect AI to commercial strategy
Weak digital transformation experience
Insufficient change leadership capability
Limited cross-functional perspective
Over-specialisation in one domain
5. Which mindset shift is most critical for executives to adopt in this AI era?
From expert to systems thinker
From controller to orchestrator
From intuition-led to evidence-augmented
From hierarchical to networked leader
From risk-averse to experimentation-driven
From operator to architect of value
6. What risk concerns you most about executive over-reliance on AI?
Select between
1
and
2
choices.
Erosion of critical thinking
Ethical blind spots
Loss of human connection
Reinforcement of bias
Strategic complacency
Accountability gaps
Overconfidence in flawed outputs
Misallocation of capital due to flawed AI outputs
7. By 2030, the most market-relevant executives will be those who are best described as:
Select between
1
and
2
choices.
AI-enabled growth strategists
Enterprise transformation architects
Human-AI collaboration leaders
Ethical stewards of AI adoption
Builders of adaptive, learning organisations
Commercial translators of technology into value
8. How many executives in your organisation would be significantly less competitive in the external market if they sought a new role tomorrow?
Very few
Some
Around half
Most
Nearly all
9. What must today’s executives do differently to remain competitive when seeking their next internal or external role in an AI-integrated business environment?
(Optional)
Demographics
1. Which best describes your current role?
Board member (Non-Executive)
Board member (Executive Director)
CEO
C-suite executive (e.g., CFO, COO, CHRO, CIO)
Senior business unit or functional leader
HR / Talent leader
Other senior strategic leader
2. Do you have direct responsibility for hiring or appointing senior executives?
Yes – final decision authority
Yes – significant influence
Occasional involvement
No
3. What is the approximate size of the current or last organisation you work with?
1-499
500–1,999
2,000–9,999
10,000+
4. How would you describe your current or last organisation’s current level of AI integration?
AI is core to our business model
AI is embedded in several key functions
AI adoption is emerging / experimental
AI usage is limited
AI is not currently a strategic priority
THANK YOU FOR YOUR TIME AND INSIGHTS
Please submit your questionnaire responses
Findings will be shared in aggregated form to provide insight into how executive value and senior appointments are evolving. To receive a copy, please provide your email address below.
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