Expectations surrounding AI are rising rapidly – both in the media and among employees. For CIOs and CTOs, this presents a complex challenge. They must drive innovation, create strategic foundations, and enhance product and service value, all while grappling with legacy systems and technical debt. Employees, meanwhile, expect AI tools to deliver the same user experience as consumer-grade applications – and at no cost. But how realistic are these expectations?
Kenza Ait Si Abbou, CTO and board member at Fiege, shares her insights on the AI revolution at CIOmove@Ireland, offering concrete recommendations for leaders facing this digital transformation.
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“AI is what happens while you are busy calculating business cases”
A recent CISCO study found that just 6% of German companies are optimally prepared for the use of AI. Only 29% feel ‘well prepared’ – these numbers don’t make you particularly hopeful. Kenza Ait Si Abbou highlights one of the key challenges of AI adoption: “AI is what happens while you are busy calculating business cases.” While many companies are still focused on calculating detailed business cases and investment strategies for AI, the actual revolution is already happening. AI is not just a technical project but a transformative force, and companies need to act fast. A solid AI strategy that integrates into business processes is crucial for gaining the board’s support.
Ait Si Abbou argues that a good AI strategy is enough to convince the board of the need for investment in infrastructure. While companies hesitate to invest in AI (because they cannot yet clearly define the direct return on investment), they risk falling behind in a future where AI-driven processes are essential. Investment in AI infrastructure should be seen as value creation, not just a cost, as companies must ensure they remain competitive both technologically and strategically.
Rethinking legacy systems: modernization over maintenance
Ait Si Abbou also challenges companies to rethink their approach to legacy systems. “Why invest in technical debt when you can use Microsoft Copilot?” she asks. While definitely not a blanket solution, tools like Copilot illustrate how AI can offer practical shortcuts to modernize workflows and sidestep some of the inefficiencies of outdated systems. It’s less about replacing everything overnight and more about being bold enough to rethink where effort and investment truly add value.
The biggest hurdle may be convincing the leadership team to support the AI transformation. Ait Si Abbou stresses that many leaders are not yet ready to fully embrace AI’s potential. CIOs must act as change agents, educating and involving the leadership team in the AI journey to secure long-term success.
Kenza Ait Si Abbou emphasizes that the success of AI in companies depends not only on technology but also on cultural and strategic shifts. CIOs must invest in infrastructure, challenge technical debts, and bring leadership along on this transformative journey. By doing so, they can position their organizations to not only adopt AI successfully but also lead in a competitive, AI-driven future. The key is to act quickly and decisively.
