2025年科技领导力的未来

Rewriting the org chart: HowAI is redefining readiness,strategy & structure Contents 15161819Compensation trendsLeadership expectationsFinal takeawaysAbout Riviera Partners 03Overview 04Respondent profile AI’s strategic role & readiness C-suite & org-design playbook 11Hiring challenges and economic pressures Overview What top tech companieswant in leaders The gaps holding teams back AI isn’t just influencing the future oftech leadership—it’s testing whetherorganizations are designed to keep up. Competing priorities (46%)Market volatility (42%)Lack of executive discipline (36%)123 Pragmatic operators (31%)Visionary thinkers (29%)Commercially aligned (22%)123 According to a recent survey of tech leaders, AI is shaping theirstrategy more than any other trend. Yet only 2% of companiesare structurally “high readiness,” and just 58% believe they havethe leadership needed to implement and scale AI effectively.These gaps aren’t just theoretical: 42% say their leadership teamlacks change management or executive discipline, while 35%cite limited strategic agility or AI fluency as key risks. The datareveals growing misalignment between ambition and executionas well as leadership vision and operational capacity. How important is AI readinessto companies? This annual report from Riviera Partners, a leading executivesearch firm specializing in product, engineering, and designleadership, draws on insights from over 1,000 tech executivesacross company stages, ownership models, and industries.It explores how leadership teams are adapting (or not) to thedemands of AI, how hiring and compensation models areshifting, and what the most forward-looking leaders wantfrom their next role. Very important (62%)Somewhat important (34%)Not very important (4%)123 Change management orexecution discipline (42%)AI fluency (35%)Strategic agility (35%)123 Whether you’re building a leadership team or planning yournext move, this report offers what it takes to lead through thenext wave of technological change. Profile of respondents This research captures theperspectives of 1,038 seniortechnology leaders, offering awell-rounded view across roles,functions, company types, andindustries. The respondent basereflects the executives responsiblefor shaping org design, settingtechnology strategy, and buildingAI-era leadership teams. Company breakdown Total respondents: 1,038 (90% U.S., 10% EU) Roles:C-level (38%), SVP/EVP (49%), VP (13%)Functions:Engineering (32%), Product (29%), IT (20%),AI/Data (12%), Design (5%), Cybersecurity (3%)Company revenue:<50M (21%), $50M-$249M (24%),250M-999M (38%), $1B-$4.9B (11%) $5B+ (3%)Ownership mix:Venture (35%), PE-backed (38%), Public (13%),Privately held (15%)Industry focus:Technology (52%), Finance (27%) Healthcare/Life Sciences (27%), Consumer & Marketplaces (25%),Industrial & Manufacturing (24%), GEMS (21%) AI’s strategic role & readiness Key takeaways AI matters, but leadership isn’t keeping up62% say AI is very important to their strategy,but only 58% believe their leadership isprepared to deliver on it. AI is no longer a question of “if,” but of readiness—and most companiesaren’t ready. AI currently dominates the strategic agenda for most organizations. Sixty-two percent of tech leaders say it’s “veryimportant” to their enterprise strategy over the next 12–18 months. But strategic importance doesn’t equal executionalreadiness. Only 58% believe their company has the leadership needed to implement and scale AI effectively. Even early adopters are feeling the strainThese organizations lead in AI behavior, butonly 55% say they have the right leadersin place to scale AI effectively. EARLY ADOPTERS SHOW WHAT’S POSSIBLE, BUT STILL STRUGGLE AT SCALE Talent and fluency are holdingorganizations backThe top barriers to scaling AI includetalent gaps (45%), lack of executive AIfluency (35%), and unclear ownership oraccountability (29%). Roughly 38% of organizations in our dataset qualify as early AI adopters: companies that have begun deploying copilots,developing internal AI-native platforms, and integrating AI into business workflows. These companies are more likely to: Blend product, data, andengineering under unifiedleadership (71% vs. 62%) Integrate AI goals intoorg-level strategy(47% vs. 38%) Have a clearly defined AIvision (43% vs. 36%) Report strong executivesponsorship (70% vs. 63%) Yet even among these front-runners, readiness isn’t guaranteed. Only 55% of early adopters believe they have the rightleadership in place to scale AI. This points to a larger truth: AI ambition often outpaces organizational design. Very few companies arestructurally readyJust 2% of companies meet the bar forstructural “high readiness,” highlightingwidespread capability gaps. MOST COMPANIES ARE NOT STRUCTURALLY READY To quantify readiness beyond sentiment, Riviera developed a proprietary Organizational Design Readiness Index. This indexscores companies based on C-level ownership of AI, board e