You haven’t heard much from me lately, because I’m preparing for CLIC ’25–our 10th innovation cohort.
We gather in Boston May 8-9, and things are getting exciting (code word for stressful!)
And speaking of stress…
Today’s volatile global economy, coupled with political uncertainty and the ineluctable pace of AI, has put colleagues on edge. United Airlines leaders reflected the new economic tone this week. During their investor call, “a single consensus no longer exists” and they delivered “bimodal expectations.”
That was a new term for me!
Dusty, fixed mindsets and planning models? They have gone the way of green eye shades. Experimentation and flexibility are de rigeur.
When we gathered for our Marketing Growth Leaders™ meeting last week, we flexed our scenario planning muscles. I prepared a framework to improve their impact in the C suite and the board—and to reduce the costly misfires that VUCA (volatility, uncertainty, complexity, and ambiguity) introduces.
For this workshop, I used GPT-4.5 as my thought partner.
Using generative and agentic AI as examples of growth drivers and AI model “feeders,” we explored how scenario planning can help them:
- Discover new growth channels and customers.
- Elevate their impact with the C-Suite.
- Reduce their CEO’s stress and anxiety around the AI revolution.
- Stay one head of one step ahead of competitors.
I also shared insights I have gained over the past two and a half years of studying AI and completing several certifications.
CoStar Group’s rooftop with a few cohort members, April 2025.
Why does this matter to you? Because AI is just one of many fast-moving waters we are trying to navigate right now. How you adapt your strategies and mindset to the AI tsunami will help you address other big waves affecting your customers, their customers, and your organization or industry period.
And it is not just AI that is disrupting your growth potential. Others might include workforce turnover, high tariffs, or political unrest in countries where you have critical dependencies.
Here are four lessons I shared with our C-Suite members:
1. Be clear about how your organization’s AI adoption potential. Assess what level of AI adoption is right for your organization, and where you are headed. Consider these four levels:
Level 1 adoption: Under this scenario, AI becomes a “spotty” personal productivity tool. You will have pockets of professionals harnessing their power. Others will remain firm skeptics. Expect a few cost savings, but limited growth potential.
We might see AI adoption stall here for months—even years– if our focus shifts elsewhere (such as a major political or global event).
Level 2 adoption: This happens when most of your team members use generative AI in some capacity. It may never become an enterprise love story, but individuals can report higher productivity and contribute to improved sales velocity or revenues.
Level 3 adoption occurs when your company reports multiple enterprise-worthy experiments and has educated most teams—but gets stuck in AI pilots. Case in point: CEO Julie Sweet recently reported that Accenture has booked over $2B worth of AI pilots. She has since expressed commitment (and a plan to invest another $3B in the Data & AI Practice) to “move clients from interest to action to value.” She estimates that less than 10% of organizations have reached this level. I concur.
Level 4 adoption offers a rare look at the future. At this peak level, AI becomes a cognitive copilot for your entire organization. AI agents drive higher customer engagement and growth.
Salesforce’s Marc Benioff models this uber-enthusiasm. Don’t let these perennial pied pipers fool you. Agentic AI is still a remote dream for most organizations.
Where would you map your organization today, and what is your adoption potential in 24 months?
2. Avoid working with experts who refer to AI as a tool. It is a wholesale change in how we live, love and lead.
It is our job as leaders to determine what growth opportunity AI can help us pursue. We are not paid to pursue shiny pennies. What business problems do we want to solve with AI?
3. Treat AI learning as a journey, not a check the box singular training event.
During a recent AI leadership course, Section School CEO Greg Shove * stressed this. In this half-day program, they outlined a four step AI learning proficiency model. It starts by teaching your teams ethical, brand safe AI usage.
My best clients require team members to agree to AI guidelines in writing before issuing them paid frontier model licenses. In our community we share tools to frame these privacy, usage and ethics guidelines.
4. Learn and acknowledge transition rituals. Most organizations and communities are transitioning from business as usual to an AI powered business function—and that evolution triggers a sense of loss.
If you are a speed demon, you will be tempted to skip this step. Do so at your peril.
Teams need time to say goodbye to the old way of working.
If you saw my recent blog, I explain these transition stages in detail. Allowing time for farewells could mean the difference between an aligned, committed team and a failed, stalled strategy.
Those are a few tips for you. Which one resonates?
Before we wrap, here’s a sneak peek into how I guided last week’s AI-powered planning discussions. Feel free to contact me if you’re looking for facilitation and priority setting guidance—or run these sessions on your own:
I reviewed several scenarios that I had created with GPT-4.5’s help. We then discussed the implications of these AI adoption scenarios for the CFO, CMO, board leaders, and customers.
I also shared my prompts with our members to save them time.
The framework can help our members answer:
- What level of adoption is right for our organization?
- What level of financial resources do we need for each scenario?
- What is a catchy headline to describe this scenario and engage people in this scenario?
- What’s the level of strategic focus that marketing needs (e.g., streamline content operations, spend more time building trust across silos, bolster storytelling capacity, etc.)
- What operations capabilities do we need and lack? (CDP, privacy standards, supplier risk mitigation, etc.)
- What impact will this level have on our customers’ customers?
- What are some no regret moves to help us prepare for any of the four scenarios?
GPT-4.5 delivered strategy on steroids!
If you are looking for a less taxing approach to planning, grab a copy of our AI Scenario Plan on a Page. Just message me (free).
What is the key takeaway?
AI helps build your strategic thinking and influence muscles.
Pursuing an AI learning path is worth the time investment—and it does not need to put a squeeze on your energy, time or treasury.
In our vibrant leader community, we are building stronger, calmer business strategists. One member, Eric McCarthey, calls us “better map makers.”
I see the same potential in you.
Lisa
This post was completely written by me — a human. I did not use generative AI.
© 2025, Lisa Nirell. All rights reserved. lisanirell.com.