Seventy-four percent of U.S. C-level executives admit they have publicly projected more confidence in their company's AI strategy than they privately felt, according to a survey of 300 leaders at organizations with at least $500 million in annual revenue. The data, released Tuesday by AI consulting firm KUNGFU.AI and Wakefield Research, also found that two-thirds of executives believe their current business model may be unviable by 2029 because of AI-driven disruption.
"AI is moving much faster than most leaders are comfortable navigating. Our data shows that a significant majority of C-suite executives have publicly projected more confidence in their AI strategy than they privately felt, which tells you how complex a moment we are in," said Stephen Straus, co-founder and CEO of KUNGFU.AI. "We know people make AI work, and that starts with creating the conditions where leaders can be vulnerable and be clear that they don't have all the answers yet."
Confidence gap and frequent strategy pivots
The survey reveals a disconnect between boardroom messaging and operational reality. Nearly all executives-99%-said their organization has rebuilt or significantly changed its AI strategy within the last 24 months. At the same time, 79% said they would fundamentally change how their organization invested in AI if given the chance to start over. The constant reworking suggests that many AI roadmaps are being built on shaky assumptions, with leaders publicly projecting certainty while privately grappling with doubt.
When asked what they would most want to discuss with a top AI expert, executives prioritized competitive strategy, ROI, and governance and ethics over basic AI use cases. This signals a shift from experimentation to harder questions around how to scale AI responsibly and create lasting enterprise value.
Governance concerns and operational shortcuts
The rush to deploy AI has come at a cost. Nearly four in five executives reported that quality assurance or testing steps had been shortened or overlooked during AI implementation to move faster. Meanwhile, 88% said governance, risk, or ethics concerns had caused their organization to delay or stop an AI initiative that appeared financially attractive. The tension between speed and safety is palpable, and it's forcing leaders to confront trade-offs that many hadn't fully anticipated.
Straus noted that the companies building durable AI advantage are those investing in strategy and governance alongside the technology itself. "The leaders who come out ahead won't be the ones who had all the answers, or say they do. They'll be the ones willing to lead without them," he added.
Long-term viability concerns
67% of executives believe their current business model may no longer be viable by 2029 because of AI-driven disruption. That figure underscores the existential pressure many leaders feel, even as they publicly champion their AI initiatives. Nearly all executives surveyed agreed that strong ethical AI practices will become a long-term competitive differentiator, pointing to a future where trust and transparency are as important as technical capability.
Why this matters for executives and strategy
The survey makes clear that enterprise AI has entered a more consequential phase. Leaders can no longer afford to treat AI as an experiment; the financial and operational stakes are too high. The gap between public confidence and private uncertainty is a warning sign that many organizations lack the strategic foundations needed to scale AI effectively. For CEOs and senior executives, closing that gap means fostering a culture where it's acceptable to admit what you don't know-and then investing in the governance, talent, and ethical frameworks that turn AI ambition into measurable business results. Resources like an AI Learning Path for CEOs can help leaders build the knowledge they need to lead with clarity, not just confidence.
The full survey findings are available at www.kungfu.ai/report/the-wayfinding-report.
Your membership also unlocks:
