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NEWS FROM NEW YORK 

Artificial Intelligence is Reshaping Companies and Exposing Unprepared Leaders

  • Writer: Sona Times - Editorial
    Sona Times - Editorial
  • 2 days ago
  • 2 min read

Artificial intelligence (AI) has moved beyond trend status to become a true game-changer in how companies operate, make decisions, and scale productivity. For expert Claudio Teixeira, the current moment represents more than just another technological cycle—it is a structural transformation on par with the arrival of electricity in industries.


Artificial intelligence (AI) has moved beyond trend status to become a true game-changer in how companies operate, make decisions, and scale productivity. For expert Claudio Teixeira, the current moment represents more than just another technological cycle—it is a structural transformation on par with the arrival of electricity in industries. “The most honest comparison is with electricity. When it reached factories, companies simply swapped steam power for electricity and took years to realize they could redesign everything from scratch. That is exactly what is happening now with AI,” Teixeira explains. While the internet remains an important benchmark, he emphasizes a crucial difference: speed of adoption. “Electricity took around 40 years to achieve mass adoption, the internet took 15. ChatGPT reached 100 million users in just two months. It’s a different scale, a different pace of transformation.” From Promise to Practice: Where AI Is Already Impacting Results The impact of AI is already visible across key business areas, directly affecting efficiency and productivity. “Customer service is being completely transformed. In software development, professionals using AI copilots are delivering 30 to 40 percent faster. Marketing, legal departments, and contract analysis are also using AI support in daily operations,” says Teixeira. He notes that any role based on reading, synthesizing, and producing content can now be enhanced with the tools available today. Faster Decisions—But Higher Risks While AI accelerates processes, it also requires a new level of leadership maturity. “The biggest impact is on synthesis speed. A brief that previously took three analysts a week to prepare can now be ready before the meeting.” However, overconfidence is a major risk. “The model is convincing even when it’s wrong. Leaders who do not develop critical thinking risk making confident but flawed decisions.” Implementation Challenges Still Hold Companies Back Despite rapid adoption, many companies stumble in practice. “The most common mistake is buying a tool without knowing what problem they want to solve. Then it becomes just a showcase,” Teixeira warns. Organizational culture is another critical factor. “If the team believes they will be replaced, they may adopt the technology in theory but sabotage it in practice.” Data quality is also key. “AI built on poor data only accelerates the mess.” Strategic Risks Leaders Cannot Ignore Among the main strategic risks, three stand out: AI hallucination: when the model generates false information with high confidence Data leakage, especially through misuse of public tools Productivity illusion, when volume of output is mistaken for actual results “Generating more output does not equal generating more value. Companies that measure success only by volume will struggle to sustain their investment,” Teixeira notes. Who Will Lead—and Who Will Fall Behind According to Teixeira, competitive advantage will not lie in technology itself, but in how it is applied. “Everyone will have access to the same tools. What differentiates leaders from followers is clarity of purpose, a culture of responsible experimentation, and investment in people.” He also stresses that adaptation is not limited to companies. “Professionals need to keep up with this movement. Those who fail to update themselves risk becoming irrelevant in a very short time.”
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“The most honest comparison is with electricity. When it reached factories, companies simply swapped steam power for electricity and took years to realize they could redesign everything from scratch. That is exactly what is happening now with AI,” Teixeira explains.

While the internet remains an important benchmark, he emphasizes a crucial difference: speed of adoption. “Electricity took around 40 years to achieve mass adoption, the internet took 15. ChatGPT reached 100 million users in just two months. It’s a different scale, a different pace of transformation.”


From Promise to Practice: Where AI Is Already Impacting Results


The impact of AI is already visible across key business areas, directly affecting efficiency and productivity.


“Customer service is being completely transformed. In software development, professionals using AI copilots are delivering 30 to 40 percent faster. Marketing, legal departments, and contract analysis are also using AI support in daily operations,” says Teixeira.

He notes that any role based on reading, synthesizing, and producing content can now be enhanced with the tools available today.


Faster Decisions—But Higher Risks


While AI accelerates processes, it also requires a new level of leadership maturity.

“The biggest impact is on synthesis speed. A brief that previously took three analysts a week to prepare can now be ready before the meeting.”

However, overconfidence is a major risk. “The model is convincing even when it’s wrong. Leaders who do not develop critical thinking risk making confident but flawed decisions.”


Artificial intelligence (AI) has moved beyond trend status to become a true game-changer in how companies operate, make decisions, and scale productivity. For expert Claudio Teixeira, the current moment represents more than just another technological cycle—it is a structural transformation on par with the arrival of electricity in industries. “The most honest comparison is with electricity. When it reached factories, companies simply swapped steam power for electricity and took years to realize they could redesign everything from scratch. That is exactly what is happening now with AI,” Teixeira explains. While the internet remains an important benchmark, he emphasizes a crucial difference: speed of adoption. “Electricity took around 40 years to achieve mass adoption, the internet took 15. ChatGPT reached 100 million users in just two months. It’s a different scale, a different pace of transformation.” From Promise to Practice: Where AI Is Already Impacting Results The impact of AI is already visible across key business areas, directly affecting efficiency and productivity. “Customer service is being completely transformed. In software development, professionals using AI copilots are delivering 30 to 40 percent faster. Marketing, legal departments, and contract analysis are also using AI support in daily operations,” says Teixeira. He notes that any role based on reading, synthesizing, and producing content can now be enhanced with the tools available today. Faster Decisions—But Higher Risks While AI accelerates processes, it also requires a new level of leadership maturity. “The biggest impact is on synthesis speed. A brief that previously took three analysts a week to prepare can now be ready before the meeting.” However, overconfidence is a major risk. “The model is convincing even when it’s wrong. Leaders who do not develop critical thinking risk making confident but flawed decisions.” Implementation Challenges Still Hold Companies Back Despite rapid adoption, many companies stumble in practice. “The most common mistake is buying a tool without knowing what problem they want to solve. Then it becomes just a showcase,” Teixeira warns. Organizational culture is another critical factor. “If the team believes they will be replaced, they may adopt the technology in theory but sabotage it in practice.” Data quality is also key. “AI built on poor data only accelerates the mess.” Strategic Risks Leaders Cannot Ignore Among the main strategic risks, three stand out: AI hallucination: when the model generates false information with high confidence Data leakage, especially through misuse of public tools Productivity illusion, when volume of output is mistaken for actual results “Generating more output does not equal generating more value. Companies that measure success only by volume will struggle to sustain their investment,” Teixeira notes. Who Will Lead—and Who Will Fall Behind According to Teixeira, competitive advantage will not lie in technology itself, but in how it is applied. “Everyone will have access to the same tools. What differentiates leaders from followers is clarity of purpose, a culture of responsible experimentation, and investment in people.” He also stresses that adaptation is not limited to companies. “Professionals need to keep up with this movement. Those who fail to update themselves risk becoming irrelevant in a very short time.”

Implementation Challenges Still Hold Companies Back


Despite rapid adoption, many companies stumble in practice.

“The most common mistake is buying a tool without knowing what problem they want to solve. Then it becomes just a showcase,” Teixeira warns.

Organizational culture is another critical factor. “If the team believes they will be replaced, they may adopt the technology in theory but sabotage it in practice.”

Data quality is also key. “AI built on poor data only accelerates the mess.”


Strategic Risks Leaders Cannot Ignore


Among the main strategic risks, three stand out:

  • AI hallucination: when the model generates false information with high confidence

  • Data leakage, especially through misuse of public tools

  • Productivity illusion, when volume of output is mistaken for actual results

“Generating more output does not equal generating more value. Companies that measure success only by volume will struggle to sustain their investment,” Teixeira notes.


Who Will Lead—and Who Will Fall Behind

Artificial intelligence (AI) has moved beyond trend status to become a true game-changer in how companies operate, make decisions, and scale productivity. For expert Claudio Teixeira, the current moment represents more than just another technological cycle—it is a structural transformation on par with the arrival of electricity in industries. “The most honest comparison is with electricity. When it reached factories, companies simply swapped steam power for electricity and took years to realize they could redesign everything from scratch. That is exactly what is happening now with AI,” Teixeira explains. While the internet remains an important benchmark, he emphasizes a crucial difference: speed of adoption. “Electricity took around 40 years to achieve mass adoption, the internet took 15. ChatGPT reached 100 million users in just two months. It’s a different scale, a different pace of transformation.” From Promise to Practice: Where AI Is Already Impacting Results The impact of AI is already visible across key business areas, directly affecting efficiency and productivity. “Customer service is being completely transformed. In software development, professionals using AI copilots are delivering 30 to 40 percent faster. Marketing, legal departments, and contract analysis are also using AI support in daily operations,” says Teixeira. He notes that any role based on reading, synthesizing, and producing content can now be enhanced with the tools available today. Faster Decisions—But Higher Risks While AI accelerates processes, it also requires a new level of leadership maturity. “The biggest impact is on synthesis speed. A brief that previously took three analysts a week to prepare can now be ready before the meeting.” However, overconfidence is a major risk. “The model is convincing even when it’s wrong. Leaders who do not develop critical thinking risk making confident but flawed decisions.” Implementation Challenges Still Hold Companies Back Despite rapid adoption, many companies stumble in practice. “The most common mistake is buying a tool without knowing what problem they want to solve. Then it becomes just a showcase,” Teixeira warns. Organizational culture is another critical factor. “If the team believes they will be replaced, they may adopt the technology in theory but sabotage it in practice.” Data quality is also key. “AI built on poor data only accelerates the mess.” Strategic Risks Leaders Cannot Ignore Among the main strategic risks, three stand out: AI hallucination: when the model generates false information with high confidence Data leakage, especially through misuse of public tools Productivity illusion, when volume of output is mistaken for actual results “Generating more output does not equal generating more value. Companies that measure success only by volume will struggle to sustain their investment,” Teixeira notes. Who Will Lead—and Who Will Fall Behind According to Teixeira, competitive advantage will not lie in technology itself, but in how it is applied. “Everyone will have access to the same tools. What differentiates leaders from followers is clarity of purpose, a culture of responsible experimentation, and investment in people.” He also stresses that adaptation is not limited to companies. “Professionals need to keep up with this movement. Those who fail to update themselves risk becoming irrelevant in a very short time.”

According to Teixeira, competitive advantage will not lie in technology itself, but in how it is applied.

“Everyone will have access to the same tools. What differentiates leaders from followers is clarity of purpose, a culture of responsible experimentation, and investment in people.”

He also stresses that adaptation is not limited to companies. “Professionals need to keep up with this movement. Those who fail to update themselves risk becoming irrelevant in a very short time.”

 
 
 

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