Interview: IBM Consulting’s Lula Mohanty on AI and the CEO Agenda
16 July 2025
Now 100 days into her role as Managing Partner for the Middle East & Africa at IBM Consulting, Lula Mohanty shares insights on AI and its influence on the CEO agenda.
Background and Expertise
Q: Can you tell us about your background and the expertise you bring to the region?
I’m honoured to lead IBM Consulting in the Middle East & Africa during a period of significant change. My experience spans over 20 years in global consulting, with a focus on digital reinvention and enterprise transformation. I work closely with business and tech leaders to solve complex problems, deliver innovation at scale, and drive sustainable growth.
This region stands out for its ambition and readiness to lead. At IBM Consulting, we combine human expertise with AI through our Advantage platform. Being a consulting arm within a technology company gives us a unique edge to offer comprehensive services and integration capabilities. Our “Client Zero” methodology applies innovations internally before rolling them out to clients, producing billions in operational efficiencies. This approach positions us beyond traditional consulting firms to fully leverage AI for future-ready businesses across the Middle East and Africa.
CEO Mindshifts in the Age of AI
Q: IBM’s 2025 CEO Study highlights five critical mindset shifts for growth in the AI era. What are they, and why do they matter?
Technological change is relentless. As soon as leaders adapt to one breakthrough, another demands a fresh strategy. The five mindset shifts are:
- Embracing risk as a core leadership principle
- Driving AI-led transformation for constructive change
- Investing in strong data foundations
- Prioritizing return over hype
- Collaborating through strategic partnerships to access talent and capabilities
These shifts are practical and already distinguishing high-growth organisations. They help leaders make clear decisions amid uncertainty, which is essential now more than ever.
AI Adoption Among CEOs in the Middle East & Africa
Q: How ready are CEOs in the region to adopt AI, and is AI delivering on its promise?
AI adoption is gaining momentum. 59% of CEOs in the Middle East and Africa have scaled AI agents, and 54% are accelerating generative AI adoption despite traditional caution. This shows a region poised to lead modernization efforts.
Regulatory uncertainty seems less of a barrier here, enabling faster decisions. However, only 25% say their AI projects have met expected returns over the last three years, and just 16% have scaled AI initiatives enterprise-wide.
Early AI use focused on IT and customer service, but now CEOs are shifting towards predictive capabilities, with forecast accuracy as a top priority. This transition moves AI from experimentation to a core business driver, requiring tighter alignment between business and technology leaders.
The Importance of Courage in Leadership
Q: Why is courage critical for today’s CEOs?
Standing still often carries more risk than moving forward decisively. Our research shows 61% of CEOs in the region believe they must take more risks than competitors to stay ahead. Additionally, 62% invest in technologies like AI before fully understanding long-term value due to the risk of falling behind.
But leadership isn't about speed alone. Only 38% agree that it’s better to be fast and wrong than slow and right. Successful leaders balance courage with precision, focusing on outcomes and adapting as conditions change. This mindset often requires flexible budgeting and capital reallocation to seize new opportunities quickly.
AI-Led Creative Destruction
Q: Can AI-driven disruption be constructive for businesses?
Yes. Creative destruction means optimizing what works and removing what doesn’t to make way for growth. AI pushes many organisations to rethink business models, operations, and core offerings.
In our study, 71% of CEOs in the region report AI reshaping foundational parts of their business. This goes beyond incremental improvements; it’s about building the next version of the organisation. Leading CEOs proactively evaluate systems and processes, using AI insights to make objective decisions that support meaningful reinvention.
Addressing the Talent Gap
Q: How are companies handling the talent shortage caused by rapid AI adoption?
The demand for new AI skills is intense and outpaces supply. 75% of CEOs in the Middle East and Africa say access to the right expertise is a key differentiator, well above the global average.
More than half are recruiting for AI roles that didn’t exist a year ago, but 49% struggle to attract or retain this talent. Many are turning to partners to fill gaps quickly. Despite concerns, 69% plan to consolidate partnerships, focusing on fewer but more strategic relationships that provide long-term value.
Characteristics of Successful CEOs
Q: What distinguishes the most successful CEOs?
A select group of ‘Luminary CEOs’ consistently outperform peers. They:
- Run connected organisations with integrated workflows
- Act decisively amid uncertainty
- Adopt responsible AI governance and compliance
- Invest deliberately in future technologies and skills
- Understand AI’s impact on their workforce
- Integrate systems, processes, and partners with agility
These CEOs don’t just manage disruption; they lead with purpose, clarity, and discipline to shape their organisations’ futures.
For executives looking to deepen their AI expertise, exploring targeted training and certifications can be a smart move. Resources like Complete AI Training's latest AI courses offer practical skills aligned with industry needs.
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