AI Adoption Advances, but Requires Trust and Inclusion
Artificial Intelligence (AI) is a top investment priority for organizations, as confirmed by nearly two-thirds of business leaders surveyed in the Global Female Leaders Outlook 2025.
While the motivations for adopting AI are appealing, including improved operational efficiency, decision-making, and customer experience, implementing such initiatives also involves a deep transformation in work practices, talent, and leadership, for which preparation is essential.
This aligns with the Panorama de la innovación en México y Centroamérica 2025 study, which highlights that among the main benefits of AI, particularly Generative AI (IAGen), are automation of activities (66%), increased productivity (61%), and improved customer satisfaction (59%).
Trust is Crucial for AI Implementation
To advance AI adoption in companies, trust is the key element. The Trust, Attitudes and Use of Artificial Intelligence study confirms that lack of trust is the critical factor hindering AI adoption.
Only 38% of executives fully trust that their organizations are using AI responsibly and ethically, mainly due to the absence of regulations, guidelines, and mechanisms for monitoring and auditing AI-generated results.
Furthermore, the study reveals concerns about algorithmic biases and transparency in AI models, which can increase the risk of perpetuating inequalities if not designed inclusively.
In response, female leaders advocate for greater female participation in AI development and implementation to ensure diverse thinking. This involves questioning current work practices, especially team composition for leading AI initiatives, as the Mujeres de la Alta Dirección en México y Centroamérica 2025 study shows limited female talent participation in AI initiatives (2% in Mexico and 4% in Central America).
Preparation for Disruption
Another significant finding is the lack of preparation to successfully assume new responsibilities amidst accelerated AI implementations.
Although 72% of female executives believe AI will significantly transform their industries in the next three years, only 45% feel fully prepared to lead in highly automated environments, according to the Global Female Leaders Outlook 2025.
This trend is also confirmed in the Panorama de la innovación en México y Centroamérica 2025 study, where 66% of leaders (male and female) acknowledge the impact of analytical AI, and 55% of IAGen on their organizations.
Female leaders recognize that adapting to highly technology-driven work models is a challenge at all organizational levels, as AI changes required talent profiles and the necessary skills, favoring digital, analytical, and adaptive skillsets.
In this context, leaders are investing in team training; however, they also acknowledge that the pace of innovation poses a challenge for improving skills at the required rate.
This ambition is relevant and necessary not only for women but for talent in general, given the strong trend: 72% of companies incorporate technology to enhance products or services, and 71% are executing digital transformation projects, according to Panorama de innovación en México y Centroamérica 2025.
As with any skill development, intention must be accompanied by commitment, discipline, and time. To achieve this, one of the leading contributions from leadership will be creating spaces for digital skills training, preventing these efforts from competing with operational priorities that might limit or slow the advancement of these competencies.
Balancing new skill development with daily operations is a challenge, but it becomes more significant if the organization lacks specific plans to address it.
In this regard, 67% of Mexican companies and 53% of Central American firms consider a culture of innovation the greatest enabler for continuous improvement, supported by leadership (66% and 49%, respectively) and training (38% and 31%, respectively).
Similarly, reconfiguring work teams for AI initiatives to promote diversity will be a more challenging path in organizations without inclusive culture and practices.
The AI models that organizations generate or implement will reflect their business vision, indicating whether they promote equitable talent development. Undoubtedly, this presents a significant opportunity to make necessary changes and develop AI models that avoid perpetuating biases or limitations, instead focusing on empowering companies.
In both aspects, the talent and experience of leaders will be crucial for making necessary changes. Are women leading the AI transformation in your organization? If not, how is their participation being encouraged?
