What most companies get wrong about AI—and how to fix it, explains Ahead’s CPO

Despite the buzz around artificial intelligence (AI), most companies are still getting the basics wrong. According to Ahead’s Chief People Officer (CPO), Kristin Supancich, the mistake isn’t just slow adoption—it’s a fundamental misunderstanding of what AI actually means for business strategy, culture, and people. Many organisations treat AI as a one-off project or a box to be checked, rather than a transformative force that requires deep integration, ongoing learning, and genuine leadership buy-in.

Supancich’s insights reveal that the road to effective AI adoption isn’t about racing to implement the latest tools, but about building the right mindsets, processes, and capabilities at every level. This approach doesn’t just mitigate the risks and anxieties associated with AI; it also unlocks new opportunities for innovation, productivity, and talent development. In a candid and wide-ranging conversation with People Matters, Supancich lays out what most companies get wrong about AI—and, crucially, what leaders can do to fix it.

Reflecting on the seismic changes since the onset of the pandemic, Supancich notes that while the shift to remote and hybrid work fundamentally altered business operations, the impact of AI is poised to be even more transformative. "The world of work is dramatically changing," she observes. The challenge now is not just adopting new tools or ways of working, but helping employees come to terms with how their roles will evolve—and how they can fill the time and space that AI and automation may create.

Supancich is clear-eyed about the human side of this transformation. While technology promises efficiency and new possibilities, it also brings anxiety and uncertainty. Many workers, she explains, have spent years under relentless pressure to deliver more, faster. The hope is that AI will free employees to innovate and make better decisions, but Supancich is acutely aware that for those unused to having "breathing room," knowing how to fill that space productively will not come automatically.

Supancich does not shy away from acknowledging the real fears that AI stirs among employees, especially at the entry level. She believes that leaders must be honest: some roles will inevitably disappear, and those who do not embrace change risk being left behind. "If you want to stay relevant, you have to fully embrace what AI can and can't do," she says. Her advice to employees is both pragmatic and empowering—start reinventing yourself now, even if the future is uncertain. Inquisitiveness, a willingness to learn, and visible interest in emerging technologies are the traits that will set people apart in their leaders' eyes.

Yet the burden does not fall solely on employees. Supancich places significant responsibility on people leaders to create an environment where open, transparent conversations about fear, stress, and the unknown are not just welcome but essential. The post-COVID workplace, she argues, is one where individuals bring their whole selves—including their anxieties—to the job. Leaders who acknowledge this reality and help their teams navigate the emotional landscape of transformation will be better equipped to succeed.

One of the most profound shifts Supancich anticipates is the very definition of a "job." Rather than rigid roles with fixed descriptions, she sees a future where work is organised around skill sets, and employees can focus on what they do best. This approach, enabled by technology and remote work, allows organisations to move away from finding the mythical "perfect match" for every role and instead create teams where strengths are maximised and interests aligned.

This is not just a theoretical exercise. At Ahead, Supancich and her team are actively exploring how jobs can be reimagined, drawing on organisational psychology and new approaches to workforce planning. The result, she hopes, will be a nimbler, more adaptive organisation where people can thrive even as the demands of work change.

A central theme of the conversation is the intensifying global competition for AI-ready talent. Supancich points to India as both a key battleground and an area of immense promise. She describes first-hand the "war for talent" facing technology companies employing tens of thousands, where the challenge is not just attracting the best engineers but training, retaining, and differentiating the employer brand in a fiercely competitive market.

At Ahead, the strategy is multifaceted. Partnerships with universities, co-creating curricula, and committing to hire from specific programs are all on the table. Supancich believes that deeper collaboration between industry and academia is essential to bridge the gap between what is taught and what businesses actually need. She notes that while some top-tier institutions may be slow to adapt, tier two and tier three colleges often show greater flexibility—a dynamic that could reshape the talent pipeline in the coming years.

The retention challenge is equally acute. Supancich acknowledges the risk that after 18 months of investment in training, employees may be lured away by competitors offering higher salaries. Her solution is to invest in career planning, transparent progression pathways, and a culture that makes employees want to stay. The goal is to make Ahead not just a place to work, but a destination for growth and innovation.

Supancich’s enthusiasm for India is palpable. Ahead is doubling down on its presence in the country, not as an outsourcing hub but as a center of excellence and innovation. The company aims to grow its Indian workforce from 600 to 1,000 and beyond, building a culture that fosters both execution and creativity.

Supancich stresses the importance of two-way knowledge sharing, with Indian teams contributing ideas and innovations that can be deployed in the US and elsewhere.

She also highlights the need for global connections and intentional collaboration, creating cohorts and pods that enable employees across geographies to learn from one another. The goal is to break down silos and unlock the full potential of a diverse, globally distributed workforce.

Perhaps the most striking aspect of Supancich’s outlook is her vision for the future of the HR function itself. The CPO, she argues, must move beyond traditional responsibilities—payroll, employee relations, benefits—and become a true business leader. This means working hand in hand with the CEO, CFO, and CIO, understanding financial models, and helping to set strategy at the highest level.

Supancich sees herself as the "culture carrier" at Ahead, responsible not only for ensuring the organisation has the right people and culture, but also for helping the enterprise navigate "Uber change management." The pace of transformation is so rapid that five-year plans are a luxury; agility, adaptability, and an 18-month horizon have become the new norm. 

The CPO’s job is to keep the organisation—and its talent—ready for whatever comes next.

On the question of whether CHROs can become CEOs, Supancich is optimistic, though she acknowledges the path is not straightforward. The future CEO, she believes, will be both a strategist and a people leader, able to understand the business, drive growth, and put talent at the heart of the enterprise. For HR professionals aspiring to the top job, she recommends broadening their experience beyond HR into sales, operations, and other business functions.

Despite the hype, Supancich is realistic about where most companies stand in their AI journey. Many, she says, know they need to "do something" with AI but lack clarity on what that should be. For Supancich, the priority is mapping processes, identifying the best use cases, and going deep in targeted areas to build real capability, rather than spreading efforts too thin.

At Ahead, this means investing in both internal transformation and external consulting capabilities. The company has made AI training mandatory for all employees, equipping them with practical skills and demystifying the technology. The response, she reports, has been overwhelmingly positive, with employees discovering new ways to enhance their work and add value.

Supancich is also alert to the data and privacy implications of AI, working closely with the CIO to ensure that the organisation’s approach is both innovative and secure. The drive to become more data-focused is accelerating, with leaders experimenting with new ways to access and interpret information. The challenge, she says, is to harness these tools without losing sight of the human element.

Throughout the conversation, one theme recurs: the centrality of leadership in navigating the future of work. Supancich sees the CPO as both guardian and architect of culture, a strategic partner who must be deeply involved in every aspect of the business. The future belongs to those who can blend technical fluency with emotional intelligence, strategic acumen with a passion for people.

For organisations, the message is clear. Success in the age of AI and digital transformation will depend not just on technology, but on the ability to inspire, develop, and retain talent. For employees, the call is to embrace change, pursue learning, and position themselves as indispensable contributors to a rapidly evolving enterprise.