Generative AI is transforming customer experience (CX) at a pace and scale few technologies have matched. Yet, as organizations race to harness its potential, a new challenge has emerged: aligning the vision and priorities of the C-suite (executive leadership) with those of the V-suite (VPs and senior practitioners). This divide is not just about technology adoption—it’s about risk, opportunity, and the very nature of innovation in the enterprise.
Recent research from Publicis Sapient reveals that while both groups recognize the transformative power of generative AI, they approach it from distinctly different vantage points. Bridging this gap is essential for organizations seeking to unlock the full value of AI-driven CX transformation.
C-suite leaders—CEOs, CIOs, CMOs, and their peers—tend to focus on high-visibility, customer-facing applications of generative AI. Their top priorities include:
For these leaders, generative AI is a lever for growth, differentiation, and competitive advantage. However, they are also acutely aware of the risks: 51% of C-level respondents express greater concern about the ethics and risks of generative AI than with other emerging technologies. Issues such as data privacy, regulatory compliance, and reputational risk are front of mind.
In contrast, V-suite leaders—VPs of strategy, innovation, customer experience, and data—see generative AI as a tool for transformation across the entire organization. Their priorities extend beyond the customer frontlines to include:
The V-suite is generally more optimistic and less risk-averse: only 23% share the C-suite’s high level of concern about generative AI risks. They are often the champions of experimentation, piloting new tools and use cases that may not be immediately visible to executive leadership.
This divergence in focus and risk appetite can lead to several organizational challenges:
To realize the full potential of generative AI, organizations must foster alignment between the C-suite’s strategic vision and the V-suite’s practitioner-led innovation. Here’s how:
A zero-risk policy is a zero-innovation policy. Rather than betting everything on a few flagship projects, organizations should build a balanced portfolio of AI initiatives—spanning both customer-facing and operational use cases. This approach:
Bridging the C-suite and V-suite requires robust communication channels and governance frameworks. Key actions include:
The most transformative AI use cases often emerge from practitioners closest to the work. Organizations should:
With generative AI, maturity is not linear and success is often hard to define. Leaders should:
Risk management should not be a barrier to innovation. Instead, organizations should:
Ultimately, bridging the C-suite and V-suite is about building a culture that values both top-down strategy and bottom-up innovation. This means:
Publicis Sapient stands at the intersection of boardroom vision and practitioner-led innovation. Our SPEED framework—Strategy, Product, Experience, Engineering, and Data & AI—enables organizations to:
Wherever you are on your generative AI journey, Publicis Sapient can help you bridge the organizational divide, unlock hidden value, and lead in the era of AI-driven customer experience.
Ready to align your generative AI strategy across the organization? Connect with our experts to start your transformation.