What is a chief artificial intelligence officer – and do you need one?

Unless you've been living off-grid somewhere in the wilderness over the last few years, the seismic impact of artificial intelligence (AI) will not have escaped your notice. Predictions of AI becoming the business game-changer in the century have been proved to be accurate. AI changes everything, and that includes the C-suite – because according to the experts, it’s time to make room at the top table for another executive: the chief AI officer (CAIO).

The transformational role of the CAIO

Writing for Forbes, Mark Minevich, digital cognitive strategist and AI expert, predicts that the CAIO will emerge as a “pivotal force for innovation” in the same way that the role of chief digital officer was transformative for businesses at the onset of the digital era. He believes that CAIOs are “uniquely positioned to drive enterprises toward unprecedented growth and market disruption”.

Also writing for Forbes, technology thought leader Bernard Marr insists that the role of CAIO is one that “we are sure to hear more and more about as time goes on”.

Do you need a CAIO?

So this might leave you wondering how you can discern whether your organization needs to appoint a CAIO.

The decision is a simple one according to James Calder, director of AI, analytics, and digital at NICE for Asia Pacific, Japan and the Middle East for NICE. “Appointing a head of artificial intelligence is something every company should consider at this juncture,” he says.

Calder believes we are at a “pivotal juncture” with AI-based technology, where companies that tailor their AI solutions to specific customer needs will emerge at the head of the pack.
“A generic AI approach will soon prove of limited value,” he explains. “It’s the specialization and targeted application of AI that will yield the greatest benefits. Therefore, having a dedicated staff member and stakeholder specializing in this field is indispensable for every company.”

Debasmita Das, who leads the AI and cyber intelligence team at Mastercard, believes that the appointment of a dedicated head of AI is also important in communicating the company’s commitment to aligning with emerging technologies and trends. This, she explains, will make it easier to draw in and retain top AI talent.

Another component of appointing a CAIO – and, according to Das, perhaps the most crucial one – is the dealing with the ethical issues that arise when implementing AI-based solutions. “This individual would be essential in creating moral standards, guaranteeing ethical AI development and application, and reducing the associated risks,” she says.

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Responsibilities of the CAIO

In fact, the CAIO shoulders a “multifaceted array of responsibilities that demand a diverse skill set”, according to GovindaRaj Avasarala, head, customer experience excellence (CXX) for Vodafone Idea and CX Network Advisory Board member.

With that in mind, here are some foundational aspects of the CAIO’s role:

AI integration and strategy development

According to Das, the CAIO must “create and implement a thorough AI strategy that incorporates governance and ethical concepts in line with the business objectives of the organization”. She emphasizes the importance of driving transformative change by establishing frameworks that “seamlessly integrate generative AI, significantly amplifying engineering productivity”.

Additionally, Avasarala suggests that the CAIO should be tasked with “identifying opportunities for integrating AI into current operational frameworks, optimizing efficiency, and driving innovation”.

Ethical AI implementation

Das stresses the need to ensure that AI solutions “adhere to ethical guidelines and principles, including fairness, transparency, accountability, and privacy”. Governance frameworks must be implemented to monitor and mitigate ethical risks associated with AI technologies, she insists.
Avasarala echoes this sentiment, suggesting that the CAIO should assume responsibility for “navigating ethical dilemmas, regulatory frameworks, and compliance standards”, while acting as a “moral compass” to ensure adherence to ethical principles and legal requirements.

Regulatory compliance

According to Das, it's essential for a CAIO to “stay abreast of evolving regulations and guidelines related to AI” and ensure compliance with relevant laws and standards. She suggests collaborating with legal teams to navigate the regulatory landscape.

Technical innovation and adoption

“The CAIO plays a crucial role in evaluating emerging AI technologies and assessing their suitability for adoption within the organization,” Das insists. She advises that recommendations should be based on "ethical considerations, technical feasibility, and business impact”.

Stakeholder engagement

Effectively communicating the value proposition of AI both internally and externally is a “core responsibility” of the CAIO, according to Avasarala.

Das, meanwhile, underlines the importance of understanding different perspectives and addressing concerns related to AI.

Talent development and leadership

According to Das, it is the responsibility of the CAIO to build and nurture a team of AI professionals with diverse skill sets. She believes CAIOs should provide leadership, mentorship, and professional development opportunities to foster a “culture of innovation and responsibility” within the organization.

Avasarala supports this view, and believes that instilling an “AI-first organizational culture” helps to leverage AI as a catalyst for growth, innovation, and sustainable competitive advantage.

CAIO challenges and responsibilities

All this might seem a tough challenge – because it is. But the CAIO brings many benefits to the organization. “By utilizing their expertise, these executives make well-informed choices about AI applications and investments, maximizing return on investment through the identification of high-impact use cases, effective resource management, and system performance assessment,” Das explains.

However, she warns that the constant advancement of technology makes it difficult to keep up with the competition.

“The designated person needs to be able to handle this complexity and steer clear of possible pitfalls in AI development so that the company stays on the forefront of developments,” Das adds.

Despite AI's growing relevance, comprehensive understanding and adept navigation of its intricacies remains limited, Avasarala warns, meaning the appointment of a well-qualified head of AI should not be overlooked despite the complexities and challenges. However, in terms of responsibility for AI, it shouldn’t necessarily be limited to the CAIO.

Avasarala says: “Looking ahead, a plausible trajectory entails the widespread integration of AI expertise into the roles of all C-suite executives, reflecting the evolution towards a business landscape where proficiency in AI becomes intrinsic to organizational DNA and operational strategies.”

Nevertheless, the message from the experts is clear – this isn’t just the age of AI; it’s also the age of the CAIO.