Executive hesitance: 85% of managers aren’t using AI daily despite its potential as a “co-thinker”

Generative AI is reshaping how managers work, yet adoption remains surprisingly low with only 15% of managers using it daily according to Capgemini Research. A new Harvard Business Review guide aims to change this by reframing AI as a “co-thinker” rather than just a productivity tool, offering practical frameworks for integration while warning of potential pitfalls. The book provides timely guidance for executives feeling pressured to leverage AI’s rapid evolution without undermining company culture or profitability.

The big picture: Capgemini’s management experts Elisa Farri and Gabriele Rosani have partnered with Harvard Business Review to publish “The HBR Guide to Generative AI for Managers,” addressing the critical gap in managerial AI adoption.

• The guide focuses particularly on transforming the 85% of managers who aren’t yet leveraging AI regularly into confident AI users.
• Rather than positioning AI as merely a productivity tool, the authors introduce the concept of AI as a “co-thinker” that can function as a true collaborative partner.

Key applications: The guide demonstrates practical AI co-thinking examples that extend beyond basic administrative tasks.

• For client meeting preparation, managers can upload client documents, match company value propositions with specific needs, prepare pitches with anticipated counterarguments, and role-play conversations with AI.
• Technical problem-solving becomes more efficient as AI serves as a methodological guide, providing questions, challenges, and simulation scenarios that dramatically reduce problem identification time.

Behind the numbers: Several factors explain the surprisingly low 15% adoption rate of generative AI among managers.

• Limited access to necessary data creates a significant barrier to entry for many potential users.
• Awareness gaps and insufficient training prevent managers from recognizing AI’s full potential beyond simple productivity enhancements.
• Many managers hold a narrower perception of AI capabilities than what current technology actually offers.

Why this matters: Organizations risk falling behind competitors if they don’t address the AI adoption challenges facing their management teams.

Potential pitfalls: The authors identify several “traps” that managers must navigate when integrating AI into their workflows.

• The “trust trap” stems from AI’s probabilistic nature and potential for hallucinations, requiring careful verification.
• The “solo trap” occurs when managers over-rely on one-on-one AI interaction rather than collaborative approaches.
• The “speed trap” creates psychological pressure to match AI’s pace, potentially leading to burnout.
• The “conformity trap” results in superficial interactions that fail to leverage AI’s full capabilities.

Where we go from here: The future of managerial AI integration will likely include automation of micro-tasks, fusion of human and machine work processes, and the development of specialized human-AI collaboration skills.

• Organizations will need to redesign work processes to fully capitalize on AI co-thinking capabilities.
• Clear guidelines and comprehensive managerial training will be essential to effectively leverage AI without falling into common traps.