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  "documentTitle": "2025 The CEO s Guide to Generative AI",
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      "text": "When it comes to risk, generative AI is like a master cartographer, mapping the landscape as rapidly as disruption reshapes it.",
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      "text": "CEOs must learn to navigate both sides of gen AI risk and chart a deliberate course forward that integrates AI-driven risk management with human judgment, oversight, and regulatory compliance. Organizations that strike the right balance will be able to efficiently respond to rapidly evolving threats with greater speed and better response, forging a more resilient future. Those that are too aggressive with their gen AI adoption—or too risk-averse—may face unforeseen consequences and competitive displacement.",
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      "text": "When it comes to risk, generative AI is like a master cartographer, mapping the landscape as rapidly as disruption reshapes it. This makes it possible to see new risks clearly as they emerge—from climate catastrophes to AI-driven ethical dilemmas—all while keeping traditional risks in clear focus.",
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      "text": "But 45% say the risk is greater than the opportunity. While gen AI can be a powerful tool to expand risk management capabilities, it also expands the breadth and depth of risks that have to be managed. Gen AI is a disrupter in its own right, creating new fault lines and vulnerabilities, such as complex scams.",
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      "text": "Gen AI helps identify patterns that could be symptoms of larger problems under the surface. It can simulate \"what-if\" scenarios that help teams prepare for the unknown and generate recommendations on what to do next. Given these capabilities, 55% of CEOs see gen AI as more of an opportunity than a risk.",
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      "text": "The sheer scale and speed of gen AI-driven data analysis often creates blind spots, obscuring critical risks from view while creating new risks, including deepfakes of images, documents, and voices. Relying too heavily on gen AI outputs can create a false sense of security at a time when teams need increasing vigilance. Inaccurate assessments, the cost of computing resources, expanded security vulnerabilities, and improper use of data are just a few of the additional risks that could push an organization off track and out of compliance.",
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      "text": "A question can be asked and a response can come back that is just inaccurate. If the person who is receiving it doesn't really know that it's made up, inaccurate, or just a weird combination of things, then they might use that information. So, I think we're just beginning to understand that challenge or that risk.",
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      "text": "A question can be asked and a response can come back that is just inaccurate. If the person who is receiving it doesn't really know that it's made up, inaccurate, or just a weird combination of things, then they might use that information. So, I think we're just beginning to understand that challenge or that risk. — Judy McReynolds, Chairman and CEO, ArcBest",
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      "text": "Research methodology: The statistics informing the insights in this section are sourced from three proprietary surveys conducted by the IBM Institute for Business Value in collaboration with Oxford Economics.",
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