Most organizations already know why they want to use AI. The real challenge is turning that intent into something that genuinely changes how people work. We sat down with György Paizs, DAIN Studios’ Principal Data & AI Strategist, who leads AI strategy projects for large companies in Europe, to ask what separates the ones who make it happen from the ones who don’t.
When you walk into a new client, what’s usually the real blocker — technology, mindset, or something else?
G: Mindsets and expectations. Most clients are not ready to truly accept and follow through on the notion that AI is not IT. It is fundamentally non-deterministic, leading to uncertainties around the outcome of many AI projects, and most companies are not ready to handle it as a long-term initiative and investment with continuous, consistent effort. To some extent, organizations need to believe in the change it brings and not ask for ROI every second week – this is a hard pill to swallow for companies and management under quarterly pressure.
How do you spot when an organization is serious about scaling AI versus just exploring it?
G: Along with the previous thoughts, clients where I see a calm, progressive aura around driving AI projects with consistency and structure, and a culture that is ready to accept that not every initiative will be a success but that you can learn from all of them, are the ones that will succeed in bringing AI from idea to impact.
What kind of leadership behaviors make the difference in AI adoption?
G: Leadership needs to show curiosity toward AI tools in their everyday work. They are not the ones who are going to crack the technical challenges, but it is inspiring to their colleagues if they truly, genuinely care. Rewarding and openly celebrating small AI successes, and highlighting how they add to the goals of the team collectively on a regular basis, creates a culture and environment where such experimentation is welcome.
How do you think about balancing quick wins and long-term structure?
G: You clearly need both, there is no doubt about it. The whole crux of the story is being able to build on smaller initiatives that collectively add up to long-term capability building. I don’t believe in big-bang, big-ticket projects that change the organization. Change comes through everyday habits and initiatives, and it is the job of leadership to link those together into a coherent story and direction for the longer-term strategy.
How do you explain the value of AI to business leaders who are still skeptical?
G: I explain the value of AI to skeptical business leaders by comparing it to hiring a brilliant new analyst — one who never sleeps, learns quickly, and can take over repetitive tasks so the team can focus on judgment and creativity. The point isn’t to replace people but to enhance decision-making and speed up execution. I focus on tangible outcomes they already care about — faster insights, lower costs, or better customer experiences — and show how AI is simply the next evolution in working smarter, much like spreadsheets once transformed how we managed data.
If you could get every leadership team to focus on just one thing right now, what would it be?
G: AI isn’t about automating everything — it’s about amplifying what already drives value in your business. Even if AI doesn’t solve everything today, the companies learning how to use it are building a capability others will struggle to catch up with. Focus on creating a culture, an environment, and expectations where AI adoption is second nature in daily work — where there is freedom to experiment, fail, and learn.