Artificial intelligence has rapidly evolved from a distant aspiration to an increasingly present reality in our daily lives, spanning industries, communities, and basic day-to-day tasks. For leaders and entrepreneurs, this shift raises a critical question of when to embrace AI and when to stay the course. If integrated correctly, AI has immense potential to empower us, but we must navigate the changing landscape with confidence and controlled oversight.
Entrepreneurs recognize that pivoting is a crucial component of building a successful business. It takes experimentation, market awareness, and learning from mistakes. With AI, these decisions now happen much faster. Previously, companies had months or years to adopt new technologies. Now, competitors gain a competitive edge in just weeks by leveraging AI to automate tasks, enhance services, or uncover new insights. For leaders, pivoting has become a regular means of staying relevant and surviving. Not all pivots yield equal results. In fact, one of the greatest challenges of leading in an AI world is knowing when a pivot works and when it doesn’t.
Successful pivots are often grounded in purpose. They are not quick responses to trends or pressures to keep up, but emerge naturally when AI aligns with an organisation’s mission and amplifies its impact. This strategic alignment with our mission at Computek College, for example, has always been to empower newcomers, upskill professionals, and create pathways to meaningful careers. When AI emerged as a tool that could personalise learning, enhance student experiences, and prepare graduates for an AI-driven job market, we recognised it as an opportunity to advance our mission. The pivot worked because it didn’t pull us away from our identity, but rather helped to deepen it, making us feel even more purposeful and strategic in our approach.
Timing matters. If you adopt AI too soon, you might waste resources on tools that are not ready. If you wait too long, your organisation could fall behind. Good leaders consider both the technology and the market to determine when to act, rather than simply following trends. Pivots work best when they bring real value to people; whether AI helps detect illnesses sooner or makes education more personalised, success is ultimately about the results. If a pivot makes things more efficient, easier, or opens new doors, it is worth considering.
Pivots often fail when they are based on fear or hype. I have seen organisations invest in AI projects just because they felt pressured to act. Without a clear purpose, these efforts often fail, resulting in frustration and wasted resources. A pivot should be thoughtful, not just a quick reaction.
Pivots can also fail when they overlook the people involved. AI can help accomplish great things, but it cannot replace human empathy, creativity, or connection. Companies that replace all customer service staff with AI chatbots may save money, but they risk losing the trust of their customers over time. This was demonstrated with Klarna, a fintech company, which replaced many of its customer support staff with chatbots. Customers noticed a decline in service quality, especially with complex issues, and the CEO was forced to acknowledge that the company had overstepped. This illustrates why it is essential to maintain the human touch in AI strategies.
In the education space, leaning too heavily on automation without supporting faculty undermines the human element that makes learning meaningful. While being able to integrate and adapt to the benefits of AI is innovative, we can’t forget that it is people who ultimately determine whether the change succeeds or fails.
Pivots fail when they move organisations away from their core strengths. Every company has defining qualities, such as customer focus or innovation. AI should enhance, not replace, these strengths to maintain trust and clarity.
From my experience, successful pivots with AI start with strong values, careful steps, and investing in people as much as technology. Values guide our choices, and small experiments with AI help us adapt safely and grow only when we see meaningful results. Training and support are equally important, enabling employees to manage change effectively. Most of all, leaders need to think long-term. AI is not just about quick wins; it’s about shaping the future of work, education, and society with care and responsibility.
AI is clearly changing many industries, and business leaders must decide how to respond. Will we pivot carefully and thoughtfully, or just follow trends? Will we use AI to help people, or push them aside? Will we incorporate AI into our mission, or let it distract us from what makes us unique? Will we focus on quick profits or long-term success for our companies and employees?
Today, good leadership means knowing when to change, when to stay the same, and when to double-down on what you do best. Successful leaders know when to strike a balance between new ideas and a clear purpose, move quickly yet thoughtfully, and recognise the importance of both technology and people.
Pivoting with AI is more than a business choice; it is also a moral and social responsibility. As leaders, we are not just dealing with new technology, but also shaping how it affects society. When our pivots are thoughtful, purposeful, and focused on people, they can open up new opportunities. But if we rush, lose sight of our values, or forget the bigger picture, we risk going in the wrong direction.
AI is becoming integral to society. We must ensure its adoption strengthens our purpose, supports people, and creates lasting value. If not, we must reconsider our approach to ensuring society thrives.
