In the race to showcase AI adoption, companies are increasingly appointing Chief AI Officers (CAIOs) – a move that may seem necessary but, in many cases, proves insufficient. Centralizing AI ownership can create new challenges rather than solve old ones. While the idea of a single AI leader may seem like progress, it overlooks the broader perspective on how AI should function within an organization.

The core problem? AI isn’t a standalone initiative; it’s a capability that should be woven into every facet of the business. Assigning AI leadership to a single officer risks turning AI into another ivory tower function rather than an important part of company operations. It can also slow adoption and hinder innovation, precisely what AI transformation should avoid.

AI Belongs Across the Organization, not in a Silo

The key to successful AI adoption isn’t appointing a single AI executive but ensuring that AI capabilities are deeply embedded into an organization’s existing structures. Supporting AI-driven transformation in industries like automotive, banking and consumer tech, the biggest breakthroughs have come when AI is adopted across departments, not reserved for a single executive. Organizations that focus on building AI fluency across teams will be better positioned to leverage AI as a competitive advantage, without creating unnecessary bottlenecks.

C-Suite Roles Are Already Absorbing AI Responsibilities

Rather than creating an isolated AI leadership role, forward-thinking companies are integrating AI into existing C-suite domains. This approach leads to better alignment, faster adoption, and clearer accountability. CTOs, for example, have driven AI adoption by ensuring it supports broader digital transformation efforts. Companies like Microsoft and Amazon have taken this route by embedding AI leadership within their technology teams. This trend extends well beyond data governance. AI’s impact on operations has made it a natural fit under the COO, particularly in sectors focused on supply chain optimization. Tesla and UPS have also successfully integrated AI into their logistics operations.

On the marketing side, CMOs are embracing AI-driven analytics to personalize customer engagement. I’ve seen my own clients improve campaign performance by using AI for realtime segmentation and audience insights.

In my own role, CISOs are actively managing AI’s implications, from automated threat detection to addressing the risks of generative AI. AI-powered security tool programs are often led by CISOs, showing that AI responsibilities can be effectively distributed across existing leadership roles.

In the Medium Run, the Chief AI Officer Role Won’t Last

As AI becomes a standard part of enterprise operations, its responsibilities will naturally be absorbed into existing leadership roles. Over the next few years, CAIOs will likely begin to disappear from organizational charts – not because AI will lose importance, but because it will become embedded across every department. Just as cloud computing has evolved into core business capabilities that no longer require a standalone executive to manage, AI will also become a fundamental business capability that no longer requires a dedicated executive to oversee.

The Real AI Challenge: Organizational Readiness

The push to appoint a Chief AI Officer often reflects deeper organizational challenges, such as poor cross-functional collaboration or a lack of clarity in digital transformation strategy. These issues aren’t solved by adding another executive to the leadership team. What is truly needed is a cultural shift – one that promotes AI literacy across the organization and empowers existing leaders to incorporate AI into their strategies.

AI is not a siloed function. It’s a critical capability that should be integrated into the fabric of the business. Companies that build AI expertise across all levels of leadership, rather than relying on a single role, will be best positioned to achieve real, sustainable transformation.

Rick Rowley is a CISO advisor, an architect, and an internationally recognized speaker on innovation management. His views are his own.