In many organizations today, AI is still seen as a tool used for automation, prediction, or incremental productivity gains. But in truly AI-native enterprises, it becomes much more than that. AI evolves into an embedded operating principle, shaping how decisions are made, how work gets done, and how the organization learns and grows.
I recently spoke with leaders at two early-adopting financial services companies that have embraced this transformation at scale. With global operations and extensive branch networks, these organizations are quickly emerging as frontrunners in enterprise AI, using advanced technologies to deepen customer engagement, personalize offerings, and drive operational agility.
Today, AI touches nearly every function in one of these organizations, from executive leadership to field teams serving rural communities. The impact is striking: Klarna recently reported (1) that 87% of all employees use Gen AI in their daily tasks. The head of AI of a large finance company recently told me that, in their organization, 25% of new features are developed by "citizen developers": employees with no formal programming background. These aren't just technical wins; they signal a deep cultural shift.
Here are three leadership behaviors that have proven critical to enabling this transformation:
1. Leadership That Balances Risk with Reinvention
AI-native transformation starts at the top, with leadership that doesn't just allow experimentation, but actively champions it. These leaders recognize that the risk of inaction often outweighs the risk of innovation.
This belief translates into meaningful action: investments in talent, structured support for experimentation, and clear signals that innovation is a shared responsibility. Recognition mechanisms like badges, innovation awards, and executive mentorship reinforce that AI fluency is not just encouraged; it's a path to professional growth and strategic relevance.
"We're building a platform that empowers every function to 'build their own tech,' dramatically reducing our engineering backlog." - Director of AI, Leading Non-Banking Financial Company
2. Enhancing Critical Thinking Through AI Collaboration
In the past, AI was primarily used to optimize known processes. Now, it's also a driver of new thinking, helping organizations uncover unseen opportunities, question old assumptions, and redefine goals.
In these companies, AI is seen not just as a problem-solver but as a thinking partner. It expands the organization's capacity for critical reasoning by surfacing fresh insights and challenging conventional logic. Cultures that prioritize the value of an idea (regardless of whether it came from a person or a machine) are better positioned to make bold, data-informed decisions.
"AI is no longer just a tool for execution; it's a partner in discovery, helping us identify and shape what needs to be built next." - Director of AI, Leading Non-Banking Financial Company
3. Building Trust Through Reliable Implementation and Empathy
With AI evolving rapidly, continuous learning has become a core organizational competency. Teams are encouraged to deepen their understanding of AI's capabilities while staying agile enough to adapt to what's next.
But trust is just as essential as technical skill. The tech organization's role is not only to innovate but to guide, with stable, modular architectures, a focus on high-value use cases, and implementation strategies that avoid change fatigue.
Building trust also requires empathy: acknowledging employee concerns, communicating transparently, and ensuring that AI delivers tangible, human-centric value.
"We're building strategic partnerships with all major model providers, ensuring our teams not only choose the right models for the moment but also architect systems that remain adaptable as the AI landscape evolves." - Head of AI Commerce, Leading E-Payments Platform
The AI-Native Mindset
To become AI-native is not simply to automate or optimize; it's to rewire how an organization thinks, adapts, and grows. This transformation isn't about launching an AI department or initiative. It's about embedding AI into the DNA of the enterprise.
The payoff? A workforce empowered with trusted tools, leadership aligned around a shared vision, and a culture resilient and curious enough to evolve alongside technology.
¹ https://www.klarna.com/international/press/90-of-klarna-staff-are-using-ai-daily-game-changer-for-productivity/?utm_source=chatgpt.com