To unlock AI agents’ values, business leaders must go beyond surface-level tools and adopt a platform mindset rooted in integration, culture and trust
Artificial intelligence (AI) is no longer a speculation. It is a rapidly evolving tool that reshapes the way companies operate. The move to generative and agent AI is challenging the Chief Information Officer (CIO) to not only accelerate technological advancements, but also to reexamine how organizations create value.
The temptation, especially in fast industries, is to add a chatbot or AI assistant to existing software and call it a conversion. But the real value comes from embedding it into the basis of how the work is done, not from laying AI tools.
As a CIO, I consider myself a sarcastic optimist. We look forward to what AI agents can do for productivity: automating repetitive tasks, providing real-time insights, and enhancing customer interactions. But I’ve also seen how easy it is to misfire. Utilizing the full potential of AI requires open mindset, thoughtful integration, and cultural preparation for change.
Start with infrastructure and intentionality
AI agents are things in the core, but are simply tools. Their power depends on how well they are integrated into your system, and how clearly they are arranged in your business goals.
Think of legacy infrastructure as a vintage race car. The engine still runs, but it requires strategic upgrades to reach today’s performance standards. When modern systems and AI tools are layered on a rigid, siloed architecture, performance sputter.
The starting point is to map workflows, identify friction points, and prioritize integrations that break down data barriers. At IBM, this meant redesigning end-to-end business processes while optimizing infrastructure and applications. We invested in API-first architecture, leveraged our strategic platform partners, and deployed IBM automation tools to bridge the gap between legacy systems and new AI capabilities.
Driving a reliable AI starts with the use of reliable data
Technology is what it is so far without reliable data and responsible data practices.
IBM emphasizes using high-quality data as the backbone of AI implementations. It means consolidating information from a variety of sources, silo resolution, curation datasets. But governance is also necessary. It is a clear and transparent policy that establishes accountability so that AI can be used responsibly and ethically.
Companies that embed governance from the start are better prepared to navigate the evolving risks and demands of AI.
Culture is the foundation of AI agents recruitment
Perhaps the biggest barrier to AI is not technical. It’s human.
Even the most powerful tools can stall if employees don’t trust or understand their worth. Resistance to AI is often rooted in fear: the fear of redundancy, losing control, or reducing the human element of work. Overcoming that resistance means intentionally fostering an AI-first culture.
This starts with a visible leadership buy-in. When leaders model AI adoption – use generation AI and automation to reduce manual work, speed up, and generate cost savings, set the tone for the rest of the organization. Sensual collaboration is equally important. Teams must be integrated with a common purpose to improve how companies function by employing both human ingenuity and AI-driven efficiency.
Importantly, you need to remember that AI is here to strengthen your team. Celebrating the synergy between people and technology reinforces the idea that transformation is a shared journey rather than a zero-sum shift.
Where the future is already happening
At IBM, we already make AI agents work in a meaningful way. It supports IT system users through tools such as ASKSALES and AskProcurement. Partner with clients to extract insights from complex contracts, as seen in collaboration with Sirion Labs. Stress test your enterprise environment with AI-driven simulations that reveal vulnerabilities and opportunities.
These use cases are just the beginning. With a clear platform strategy and a culture of adopting change, AI agents can bring productivity gains across their business.
The role of a CIO is no longer to maintain the system. It’s about rethinking what is possible and ensuring that our organization is ready to meet it.
For more information about how IBM can help coordinate AI and AI agents across your business, visit IBM Watsonx orchestrate
Advertising features provided by IBM. The editorial department of Globe and Mail was not involved.
