Mona Mourshed, founder and CEO of Generation, a global employment nonprofit operating in 17 countries and helping over 140,000 people secure jobs, shares four practical strategies for leaders aiming to implement AI effectively in their organizations. Drawing from her decade-long focus on the future of work and her background at McKinsey, which founded Generation, Mourshed emphasizes that most companies are adopting AI without a clear strategy. She notes that while 65% of employees surveyed across 17 countries in early 2025 already use AI at work, nearly 80% use it at least weekly, and over half—52%—learned through self-directed methods like tutorials or informal peer advice, rather than structured employer guidance. This lack of formal support leads to inconsistent adoption and missed opportunities. Her first recommendation is to start with the problem, not the tool. Leaders should identify key operational bottlenecks before selecting AI solutions. For example, Generation’s biggest challenge is rapidly mobilizing job placements. Rather than jumping to AI tools, the organization asks how AI can help solve that specific issue. This problem-first approach ensures AI is used purposefully and delivers measurable results. Second, leaders must establish clear guardrails. AI requires precise workflows and high-quality data to function effectively. Mourshed stresses the importance of safeguarding sensitive information—such as gender or ethnicity—to prevent bias and protect privacy. Organizations must define what data can be used and how, balancing innovation with responsibility. Third, empower internal champions and create safe spaces for learning. Mourshed encourages companies to identify employees who quickly adopt and excel with AI. These “power users” become invaluable mentors. At Generation, she promotes regular virtual “AI roundtables”—informal gatherings where staff share insights and experiences, similar to casual coffee chats but focused on AI. These forums foster peer learning and reduce anxiety around new technology. Fourth, treat AI as a talent multiplier, not a replacement. While AI is reducing entry-level roles in some AI-exposed fields, Mourshed warns against fearing disruption. History shows technology creates new jobs even as it transforms old ones. She cites examples like AI-assisted quality checks in solar panel maintenance and garment inspection, where AI enhances human work rather than replacing it. The goal should be to augment employees, not displace them. Finally, Mourshed urges leaders not to wait. This is a time of rapid learning and experimentation. There is no one-size-fits-all solution. CEOs should actively learn from peers, track internal AI adopters, and scale successful practices. The companies that succeed will be those that lead with purpose, clarity, and a commitment to continuous learning.