{"id":1732,"date":"2026-06-18T23:12:20","date_gmt":"2026-06-18T23:12:20","guid":{"rendered":"https:\/\/crosscountrymovingteams.com\/?p=1732"},"modified":"2026-06-18T23:12:20","modified_gmt":"2026-06-18T23:12:20","slug":"linkedin-research-says-half-of-c-suite-leaders-are-flying-blind-on-ai-and-its-cbo-says-they-cant-fix-it-the-way-theyre-trying","status":"publish","type":"post","link":"https:\/\/crosscountrymovingteams.com\/?p=1732","title":{"rendered":"LinkedIn research says half of C-suite leaders are flying blind on AI\u2014and its CBO says they can\u2019t fix it the way they\u2019re trying"},"content":{"rendered":"
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He didn\u2019t push back.<\/p>\n

\u201cSometimes,\u201d he said, \u201cdifferent parts of the org may be less willing to change, maybe to your point, because it\u2019s their job not to do that.\u201d<\/p>\n

Read more Exclusive: Son of pro-crypto New York Senator Kirsten Gillibrand raises $30 million to\u00a0launch a derivatives exchange<\/a><\/p>\n

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It was an honest moment in a 40-minute conversation with the executive overseeing half of LinkedIn\u2019s workforce\u2014and the one his company\u2019s own research, released this week, most clearly points toward.<\/p>\n

The survey of 1,252 C-suite leaders in the U.S., U.K., and India finds half of executives acknowledge they don\u2019t have clear visibility into the roles and skills their organizations will need as AI matures\u2014what LinkedIn\u2019s report calls a \u201cworkforce blind spot.\u201d Seventy-eight percent say they are moving faster on AI than they can effectively measure.<\/p>\n

Those numbers are striking. What Lobosco adds to them, from his weekly conversations with CMOs, CHROs, and CROs, is a more uncomfortable layer: The blind spot isn\u2019t just about uncertainty. It\u2019s about structure.<\/p>\n

\u201cWe\u2019re at this place where the C-suite is navigating this moment without a real playbook they can rely on,\u201d he told Fortune<\/em>. That\u2019s pretty well known by now, but what the survey quietly surfaces is the standard response to that problem, the top-down mandate to transform, may be making things worse.<\/p>\n

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This moment really calls for good \u201cchange management,\u201d Lobosco said, and that \u201cdoesn\u2019t work if it\u2019s top down. It doesn\u2019t work if you\u2019re not bringing everyone along on the journey.\u201d Transformation succeeds, in his framework, when employees see AI as a \u201ccareer accelerant\u201d rather than a threat\u2014and that perception, he said, can\u2019t be decreed from the executive suite.<\/p>\n

But he was equally clear on the other side of the paradox: Executives can\u2019t delegate it either.<\/p>\n

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\u201cYou can\u2019t ask your team to do something that you don\u2019t know how to do yourself,\u201d he said. \u201cYou can\u2019t not be very proficient in using these tools. People will sniff it out immediately.\u201d The companies managing this best, in his observation, are the ones where the C-suite leads from the front\u2014proficient users of the tools, not just advocates for the strategy.<\/p>\n

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That leaves a narrow window. Too top-down and it fails. Too delegated and it fails. Success requires leaders who are genuinely fluent, empowering teams from a position of real knowledge, with clear end goals in sight beyond just \u201cadopt AI.\u201d By his own account, most companies are not there yet.<\/p>\n

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The research backs him up. Eighty-two percent of C-suite leaders say entirely new AI-related roles have grown inside their organizations since 2022\u2014Lobosco described role titles like forward-deployed engineers, AI engineers, responsible AI architects, go-to-market engineers. But the same leaders creating those roles can\u2019t describe what the workforce around them will look like in two years. They\u2019re redesigning the plane while flying it, without, to paraphrase Lobosco, a flying manual.<\/p>\n

His internal solution at LinkedIn is deliberately bounded. Rather than trying to turn everyone in a large commercial organization into an AI power user, he\u2019s focused on building what he calls a \u201ccockpit\u201d\u2014infrastructure that removes friction, automates preparatory work, and frees his team to spend 90% of their time with customers.<\/p>\n

\u201cI don\u2019t think there was ever a goal of turning everyone into cyborgs,\u201d he said, referring to another model Fortune<\/em> has reported on. The goal is to unlock more time for the judgment, creativity, and relationship work that customers actually need.<\/p>\n

Read more Half of U.S. adults under 50 get health information from influencers who mostly aren\u2019t medical professionals, Pew finds<\/a><\/p>\n

It\u2019s a more honest frame than the generic \u201cAI fluency for all\u201d push. It also quietly concedes that the people who most need to change\u2014senior executives who built careers executing reliable playbooks\u2014may be the hardest to reach.<\/p>\n

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That concession has backing. Carolyn Dewar, who founded McKinsey\u2019s CEO practice and has spent decades advising chief executives, wrote in a Fortune<\/em> column this month\u00a0the execution discipline markets rewarded for the last decade is now \u201ca liability.\u201d The environment has shifted faster than leadership teams can adapt, she argued.<\/p>\n

\u201cYou cannot OKR your way out of a moment that requires fundamental strategic rethinking,\u201d she wrote, referring to objectives and key results-thinking.<\/p>\n

The capabilities now in demand, according to Dewar, are judgment, imagination, strategic courage under uncertainty, \u201cdeeply human leadership capabilities.\u201d That\u2019s nearly identical to what Lobosco said he hears at the top of every CXO call.<\/p>\n

At the Fortune COO Summit in Scottsdale last month, Okta President and COO Eric Kelleher offered the operational view of the same problem. The hardest part of AI transformation isn\u2019t the technology, he told a room of senior operations executives\u2014it\u2019s the managers.<\/p>\n

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\u201cWe have trained every manager in the world to think about one thing and that is: What\u2019s their headcount,\u201d Kelleher said. The shift to thinking about \u201chuman workers and digital workers\u201d as distinct categories of labor\u2014budgeting for both, designing org charts around both\u2014is \u201ca much harder problem than getting people to experiment with Claude Code.\u201d Companies, his diagnosis ran, are in collective denial about redesigning work itself.<\/p>\n

LinkedIn\u2019s broader labor market data shows global hiring is still 20% to 30% below pre-pandemic levels. Asking executives to learn in public, improvise with unproven tools, and redesign organizational structures simultaneously, while meeting the quarter, is a lot.<\/p>\n

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Lobosco\u2019s read is most companies are still in the early stages of what will ultimately be a long redesign\u2014the electricity problem. Factories bolted electricity onto steam engines for years before anyone thought to redesign the factory floor. The insight wasn\u2019t wrong; the timeline was. LinkedIn CEO Ryan Roslansky has reportedly made this a topic of internal keynotes.<\/p>\n

What LinkedIn\u2019s survey doesn\u2019t capture\u2014and what the conversation with Lobosco does\u2014is how rational the resistance actually is. If you built your career on executing a reliable playbook, the person asking you to abandon it for blank-sheet thinking has a credibility problem. The blind spot isn\u2019t simply that leaders don\u2019t know what they need. It\u2019s that admitting it, publicly, to their teams, is its own kind of risk.<\/p>\n

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Lobosco isn\u2019t naive about this. He frames his own approach around leading from the front precisely because executives who can\u2019t show their work have no standing to ask others to change. Whether the rest of the C-suite follows that logic is the question the survey can\u2019t answer.<\/p>\n

\u201cCompanies are still making moves,\u201d he said. \u201cBut they\u2019re still not exactly sure where this ends.\u201d<\/p>\n

Read more Fortune 500 Power Moves: Which executives gained and lost power this week<\/a><\/p>\n<\/div>\n","protected":false},"excerpt":{"rendered":"

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