One in Four UK Bosses Accused of 'Bluffing' About AI Skills
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- Riset Emergn menemukan 23% pemimpin senior di Inggris mengaku tidak jujur tentang seberapa paham mereka soal AI.
- Tekanan dari atasan membuat 43% responden menilai keterampilan AI lebih berharga daripada kualifikasi formal.
- Hampir separuh pemimpin belum menerima pelatihan AI yang memadai, memicu perdebatan siapa yang bertanggung jawab.
A recent study from learning consultancy firm Emergn found that around 23% of senior leaders in the UK admit they are not entirely honest about how deeply they understand artificial intelligence (AI). The findings highlight a gap between public expectations of decision-makers and the reality of still-shallow technological mastery.
The research shows this dishonesty is not without reason. As many as 38% of leaders feel their career prospects would be threatened if they did not improve their AI skills within the next year. The pressure to appear competent amid rapid digital transformation leads some of them to hide their shortcomings rather than admit their limitations.
Even so, this defensive stance runs counter to what organizations demand. Nearly half of respondents (43%) consider AI skills more important than a formal academic degree. In other words, there is a gap between what is expected of leaders and what they actually master.
The report also reveals the psychological dimension behind the phenomenon. One in five leaders (22%) say they are anxious or have trouble sleeping because of how quickly AI is changing their industry. The same share feel overwhelmed by AI's impact on their role. This discomfort is compounded by a corporate culture that often demands leaders always have the answers.
"It's hard to admit you don't understand something when you're supposed to be the person with the answers," said Emergn CEO Alex Adamopoulos.
Adamopoulos added that AI training should not be merely theoretical, but should focus on solving real problems employees face day to day. He also stressed that AI is a new technology for everyone, so both leaders and ordinary staff need to learn openly and acknowledge their knowledge gaps.
The issue is not confined to the UK. In Indonesia, the wave of AI adoption in the corporate sector is also gathering pace, especially in banking, e-commerce, and public services. Many executives in the country feel pressured to master AI quickly, yet access to relevant training remains limited. Internal surveys at several companies show that AI training is often generic and does not address the specific needs of each division.
This skills gap could pose strategic risks. Technology investment decisions made without deep understanding can lead to wasted budgets or failed implementation. In addition, an organizational culture that does not support openness will further widen the distance between superiors and subordinates in terms of digital literacy.
Emergn stresses that the responsibility for training cannot be placed entirely on the IT team. A cross-functional approach is needed, involving human resources, organizational development, and top leadership. Without that, AI transformation efforts will amount to little more than symbolic projects with no real impact.
Going forward, the question is no longer whether leaders need to understand AI, but how quickly they are willing to admit their shortcomings and take corrective steps. Are companies in Indonesia ready to build a learning culture safe from stigma, or will they keep letting the illusion of competence hold back innovation?
