Software solutions billed as game changers often promise big gains in efficiency or automation. At a PE-owned electronics group, one of the goals for the new CEO is to use AI alongside people in customer-facing functions, for example to analyse customer feedback or service requests automatically, or to answer questions.
In practice, data quality, integration with legacy systems, user acceptance and process change can all be major hurdles. Studies of industrial goods and after-sales business models show that there is (still) a huge gap between demand and supply at the human-machine interface. But that will change quickly.
The CEO we’re looking for in this case needs to be very much up to speed, with an informed opinion and a track record on the question: what role will software play in the company in future?
The investor we’re advising on the type of candidate needs to be clear: what state are the data and processes in today? What dependencies exist? What’s sensible and feasible within the holding period?
The immense power of software is changing what CEOs need to bring. At a minimum, they need to understand:
- software architecture and integration (cloud, data platforms, AI deployment)
- the pace of IT delivery (often iterative rollout rather than a big bang)
- managing vendors and consultants: which promises can be measured? Which KPIs define success?
- change and risk management for the whole organisation, not just the units that work directly with the “machine”.
TALENTspy looks for future-ready CEOs. What matters here is that software will shape transformation, innovation and value creation from now on. That applies equally to private equity, mid-sized companies and family offices. Almost every business model is affected.
Which strengths, or weaknesses, do you see in leaders when it comes to handling software with a large AI component?
