Name: Davos CEO Brief Sponsor Bain CEO: What CEOs Must Do Now to Lead Through AI and Geopolitical Change
Uploaded: 2026-01-22T22:15:00Z
Duration: 6 min 3 s

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Christophe De Vusser, Bain CEO and Worldwide Managing Partner, speaks with WSJ Leadership Institute President Alan Murray in Davos about why AI must be treated as a full business transformation—not a pilot project. He also explains how CEOs should provide clear leadership, motivate their teams, and make big strategic decisions as geopolitical shifts reshape businesses and the global economy. Disclosure: Bain is a sponsor of the WSJLI Davos CEO Brief. Photo: Michael Claudio/WSJ

https://m.wsj.net/video/20260123/5d396f77-0f0f-4357-be06-60122742836c/2/hls/manifest-hd-wifi.m3u8

Christophe De Vusser, Bain CEO and Worldwide Managing Partner, speaks with WSJ Leadership Institute President Alan Murray in Davos about why AI must be treated as a full business transformation—not a pilot project. He also explains how CEOs should provide clear leadership, motivate their teams, and make big strategic decisions as geopolitical shifts reshape businesses and the global economy. Disclosure: Bain is a sponsor of the WSJLI Davos CEO Brief.

Davos CEO Brief Sponsor Bain CEO: What CEOs Must Do Now to Lead Through AI and Geopolitical Change

There are 650 CEOs here in Davos. I'm sure you've talked to most of them over the course of the last three days. What are you hearing?

What are we hearing? There's obviously a lot of talk on what's happening on the geopolitical side.

Hard to escape that.

Hard to escape that. But what we're also hearing is that the fundamental trends in society just continue despite all of the noise.

Yeah.

And obviously one of the big transformation that every company will have to go through is still on the AI side.

Yes.

Our clients will have to go through that. We will have to go through that. And so that combination of geopolitical and AI in today's world are the two major things that our clients are all thinking about.

And on the AI front, there is an enormous amount of optimism and a feeling that 2026 could be a breakthrough year. But we still see these surveys suggesting that employees are skeptical, they're worried, they think it might affect their jobs, and employers can't be successful if their employees don't have trust in the process. So what are you telling your clients about how to deal with that trust gap?

Yeah, it's what we're telling our clients and what we're telling our employees ourselves, of course.

Yes.

I think what we see in the big trend is that people now see that fundamentally AI will need business transformations.

Yes.

It's not just anymore piloting, letting a thousand flowers bloom, but you need to have the vision on how it's gonna transform your company and how you're gonna win in tomorrow's world. And it's a huge role for CEOs to inspire the people around what's gonna be possible, how we all gonna enable our people to bring new products, new solutions to our clients, and then to help them upscale for today's world so that, ultimately, like we have our mission, we help our clients get better results. And so AI will enable us to do exactly that. And that's how our clients need to think. That's how all CEOs in the world need to think, to say how do we focus on the innovation, the better customer experience, how are we gonna win in tomorrow's market with AI, and how that's gonna be great and how are we gonna upscale and bring the talent along?

But it is a big challenge. And, you know, I've heard various people here say that probably only 10 to 15% of companies have really truly broken through on that challenge yet. I don't know if that's your experience, but I wonder what distinguishes the 10 or 12 or 15% who have broken through from the vast majority who are still frustrated at the lack of progress.

There's a few things. In today's world in order to break through and to really see it as a business transformation, CEOs themselves need to lead through the transformation. We see the best CEOs, what I try to do myself, is spend at least 20% percent of our time to lead that transformation. And that is a core part. The second thing that we try to do is make sure that we put the best tools in everybody's hands so that the organization next to the top down steering of a transformation, the organization can innovate and can upscale. And then the final part, which I think is really important, a lot of people focus on, "Hey, how do we optimize the workflows?" But you need to think through the workflows and the workforce in parallel.

That's the part I think sometimes gets missed.

Yeah, everybody's getting excited by the buzzwords around agentic.

Yeah.

And of course agentic is gonna be real, but if you wait to think about your people while everybody's talking agentic, you kind of miss the point. And so you have to think through, okay, this is how I can bring new solutions to my clients, this is how I'm going to innovate on the workflow, agentic, et cetera. And then this is how from the start how I'm gonna get my people along, how I'm gonna communicate, how I'm going to build trust with my people. And also, there's no such thing as one agentic solution. Some things are gonna stay 100% human.

Yeah.

Some things are gonna go 100% agentic. But the interesting piece will happen through people enabled by agents, or agents supervised by people.

The cooperation between the two.

Yeah, that cooperation, and you have to start thinking it from the start, from day one.

You mentioned geopolitics at the beginning of this conversation. It's pretty hard to escape it here on the streets of Davos. It does feel like a kind of turning point, certainly in relations between the US and Europe, but really around the world. Rising nationalism, nativism, regionalism, a rethinking of the global order. How should companies be thinking about that? What can companies do to survive this transition?

Yeah, the world is not gonna go back to the past. You know, the world will be a multipolar world. And as CEOs, we all need to realize it's just gonna be the case.

Yeah.

We will not rewrite history. It's gonna be a multipolar world. And so in that, we often advise our clients to almost think like a hedge fund. Where am I long, where am I short, and which bets am I gonna place? And so there's a series of bets that you're kind of pretty sure of like on the AI. AI will be there. That's a serious bet. And then you go with conviction, with clarity. You lead your teams around it. And then there's a series of bets where you're not so sure and where you're gonna say, "I'm gonna watch signals and based on the signals I see I'm either gonna forget about the bet or I'm gonna double down." And it's that portfolio play where you go with conviction, where you watch for the signals that we see the best companies do now. And then constantly ask yourself, "Are the predictions that I've made about the future actually still true?" And that's an exciting exercise.

Yeah.

But an important one-

Very important.

for everybody to do.

Great perspective, Christophe. Thank you so much for taking the time to talk with us and enjoy the final hours here in Davos.

Well, we'll enjoy the sunshine.

It's a nice day at least.

Exactly.

Thank you.

Thanks.

Join Alan Murray, President of the WSJ Leadership Institute, at the World Economic Forum for insights executives need to lead through 2026. He speaks with the biggest names and decision-makers shaping the business world—and all of our lives.