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Why You Don’t Need a Chief AI Officer … or Any Other Kind of ‘AI Officer’
by Ryan Bonner
There’s been a drumbeat echoing through executive circles: “You need a Chief AI Officer.”
We’re seeing headlines, panel discussions, LinkedIn think pieces—you name it—all pushing the idea that companies should create a dedicated C-level role to “own” AI, or even multiple C-level roles focused on AI.
Let me be clear: that’s a mistake.
This isn’t about being anti-AI. At Bespoke Partners, we’re bullish on AI’s transformative potential. But the idea of handing off AI to one executive misses the point entirely. AI is not a standalone function. It’s a capability that should be embedded everywhere.
AI Isn’t a Silo. It’s an Ingredient.
Think of AI like electricity. When it first emerged, it was novel. Companies probably experimented with “heads of electrification.” But today, no one would dream of creating a Chief Electricity Officer.
Why? Because electricity is part of every process, every department, every product. AI should follow the same path.
Creating a Chief AI Officer often results in organizational buck-passing. Engineering waits for the CAIO to “figure out the strategy.” Marketing assumes the CAIO will “own the tools.” Sales thinks AI is someone else’s problem. This creates a bottleneck. And more dangerously, it creates a culture where people don’t feel empowered—or responsible—for innovating with AI themselves.
The truth is, the most successful companies will be the ones where every leader is responsible for figuring out how AI enhances their domain. It should be baked into how they think, lead, and execute.
The Real Trap: Innovation vs. Execution
There’s a deeper mindset problem at play here. Too many organizations are still stuck in an outdated binary: either you’re an “execution” leader who gets things done, or you’re an “innovation” leader who dreams up the future. That’s a false dichotomy—and it’s dangerous in the age of AI.
AI blurs the line between innovation and execution. It’s not just about moonshot ideas. It’s about practical, everyday improvements: automating repetitive tasks, accelerating decision-making, spotting inefficiencies. Leaders who thrive with AI aren’t just visionaries—they’re hands-on operators who constantly test, tweak, and optimize.
In other words, the most effective executives are those who harness AI technology not only for generating and launching new products but also for optimizing operations. While operational efficiencies may not have the “sizzle” of new product innovation, they actually can be major drivers of value creation for a portfolio company.
So what should modern leaders do? They should embrace AI tools in their own workflows. They should pilot small-scale experiments. They should measure ROI and iterate. And they should coach their teams to do the same.
This kind of leader doesn’t need a Chief AI Officer to show them the way. They’re already walking it.
Leaders who thrive with AI aren’t just visionaries—they’re hands-on operators who constantly test, tweak, and optimize.
What About AI Ethics? Another Red Herring.
Here’s another trend that’s gaining steam: the idea that companies need a Chief AI Ethics Officer. Again, well-intentioned—but misguided.
Ethics, like AI, can’t be outsourced to a single role. If you put one person in charge of “ethics,” you create the illusion that no one else needs to think about it. That’s how bad decisions slip through the cracks.
Just like legal compliance, cybersecurity, or customer trust—AI ethics must be embedded in every team’s culture and decision-making. Product teams need to understand bias. Marketing teams need to be transparent. HR needs to ensure fairness in algorithmic assessments. It’s everyone’s job.
How to Build the Right Leadership Culture
Instead of hiring a CAIO, companies should focus on cultivating AI-fluent leaders across the board. That means:
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Recruiting for curiosity and adaptability.
Look for executives who are hungry to learn, not stuck in their ways.
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Incentivizing experimentation.
Make it safe for leaders to run AI pilots, even if they don’t all succeed.
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Promoting cross-functional collaboration.
AI doesn’t respect org chart boundaries, and your teams shouldn’t either.
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Investing in training and tools.
Give leaders hands-on experience with AI platforms. Don’t just send them to conferences—put AI in their day-to-day.
This is the future of leadership: not a new title, but a new mindset.
AI isn’t a shiny object that needs its own executive mascot. It’s a foundational capability that will touch every part of the business. That means every leader—not just a select few—must be both an innovator and an executor.
Let’s stop chasing titles. And start building teams that lead with AI from the inside out.
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