So many businesses are stuck: how to be one that moves

In moments of technological upheaval, leaders often fall into what feels like freeze mode, a hesitation to move until the landscape becomes clearer. Yet history shows that the landscape rarely becomes clearer before decisive action is required. 

 

I’ve seen this pattern repeat over decades. When the economy catches a cold, many businesses get the flu. Confidence falters, decision-making slows, and the instinctive reaction is to hunker down. These are moments that test leadership, requiring a clear head and calm, strategic thought.

 

But technological disruption works differently. It rewards those who stay outward-looking, even when market conditions encourage caution.

 

With AI accelerating faster than any technology in recent memory, waiting for perfect certainty is no longer a viable strategy. Early adopters aren’t simply first movers; they’re the ones who gain the structural advantages that compound over time.

 

 

Why leaders hesitate – and why they mustn’t

For many leaders, the barrier isn’t fear of technology but fear of misjudging its relevance. It’s easy to waste money on tools that promise more than they deliver. My philosophy has always been to experiment constantly. Then, after a few months, be decisive: scale what works and shut down what doesn’t. The discipline prevents stagnation without exposing the organisation to unnecessary risk.

 

This “test and decide” approach fosters a culture where teams understand that innovation is expected, but not every experiment must succeed. AI underscores this dynamic. Companies that have moved early are already building significant performance gaps. Research shows that organisations using AI as a core operational driver record substantially higher revenue growth and success in scaling generative AI than their peers (Accenture, 2024; Gartner, 2025). Early adoption isn’t a trend; it’s a strategic differentiator.

 

 

When early adoption becomes advantage

I’ve been an early adopter of technology since I got my first Mac in 1984, and it has always paid dividends. One example at Brandpie was our decision to move all our work from in-house servers to the cloud, long before it was standard practice. Many thought it was too soon. But when the pandemic hit, we closed our office and had the entire company working online within 24 hours without missing a beat.

 

Across industries, early adopters demonstrate how acting ahead of the curve accelerates outcomes. AstraZeneca, for one, has shown its commitment to unlocking strategic potential by inviting its global employees to an enterprise-wide AI upskilling programme. While the course initially focused on generative AI, it’s now evolving to stay ahead of advancing tech and a wider shift to agentic AI. As their Chief Digital Officer and CIO Cindy Hoots put it, “this isn’t just about keeping pace, it’s about leveraging AI to compress timelines, from drug discovery to patient delivery.”

 

These examples illustrate a broader truth: when organisations treat AI as a strategic capability rather than a technical tool, they move faster, learn faster and strengthen their competitive position. The gap between adopters and laggards is no longer incremental; it’s truly exponential.

 

 

The mindset shift leaders need

This isn’t naïve optimism; it’s a deliberate mindset that pairs ambition with discipline. Leaders set the tone when they encourage exploration and welcome ideas from across the organisation.

 

During a downturn, transparency is vital. Your team can feel the pressure, so don’t sugarcoat the situation. Communicate more, tell them how it is, and keep them motivated.

 

When leaders show conviction, teams feel empowered to shape the future rather than react to it. This confidence becomes your greatest competitive asset.

 

 

A simple framework for getting unstuck

For leaders unsure where to begin, a simple sequence can provide momentum. When I meet clients who feel stuck, it often seems like they’re in a darkened room, searching for a key to escape. A powerful idea is generally the key.

 

Every transformation starts with a compelling idea – a clear understanding of how a technology can solve a problem or unlock value.

 

Misalignment slows execution and dilutes accountability. When the senior team unites behind the idea, it enables pace, coherence and confidence.

 

Finally, execute at pace. Run pilots, learn quickly, and make bold decisions about whether to scale or stop. Momentum builds when teams see decisive action.

 

This approach reframes AI adoption as structured exploration rather than a gamble, giving leaders permission to make bold moves even before consensus forms.

 

 

The cost of waiting

Leaders don’t need deep technical expertise to adopt new technology. They need curiosity, clarity and conviction. Curiosity drives exploration. Clarity transforms exploration into strategy. And conviction encourages teams to act before the path is universally agreed upon.

 

In an era defined by speed, the real risk lies in hesitation. You’re either an early adopter shaping the direction of change, or a late adopter chasing it. And as AI speeds up the pace of change across industries, the difference between those two positions becomes more decisive every year. 

 

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Dave Allen is Founder and Global CEO at Brandpie

 

Main image generated by Deep Seek AI