How AI can revolutionize business: lessons from Piers Linney

The rise of artificial intelligence (AI) is reshaping the global economy and few are better positioned to provide insights than Piers Linney. Known for his diverse career as a lawyer, banker, entrepreneur, and investor, Linney has consistently embraced emerging technologies.

His latest venture, Implement AI, underscores his belief that AI represents a “once-in-a-species opportunity.” For CEOs looking to navigate this new landscape, Linney offers lessons that are as practical as they are transformative.

AI: the pivotal moment of our time

Linney likens AI to the Industrial Revolution in its capacity to reshape industries and redefine societal norms. “AI, for me, has been a pivotal moment,” he says. “It’s not just a once-in-a-lifetime opportunity—it’s a once-in-a-species opportunity.”

Unlike previous technological advances, AI enables the commoditization of intelligence itself, offering tools that can augment or even replace human capabilities across a wide range of tasks.

For CEOs, the challenge lies in recognizing this inflection point. Linney warns against complacency: “AI today is the worst it’s ever going to be. Its capabilities are advancing at an exponential rate, and the organizations that fail to act now risk being left behind.”

Practical steps for adopting AI

Linney’s approach to AI is rooted in pragmatism. While the technology’s potential is vast, he advocates starting small. “Pick workflows, opportunities, or blockers where there’s an immediate ROI,” he advises. “Focus on areas where the technology works today and build from there.”

This incremental approach enables companies to experiment, learn, and build momentum without overwhelming their resources or alienating their workforce. Linney’s firm, Implement AI, specializes in deploying managed AI agents—autonomous systems capable of performing tasks faster and more efficiently than humans. One client, a pharmacy chain, discovered a £4 million revenue opportunity through data analysis conducted by AI.

However, Linney emphasizes that AI isn’t just a tool for cutting costs. “It’s about growth, boosting revenue, and creating entirely new opportunities. CEOs need to think beyond automation and envision how AI can redefine their business models.”

Reimagining organizational structures

Adopting AI isn’t merely about optimizing existing processes. Linney believes it requires a fundamental rethink of how businesses are organized. “You shouldn’t be looking at the future with the structure of organizations that you have today,” he asserts.

Instead, CEOs should ask themselves: if we were to start again, what would this look like?

This means embracing AI-driven workflows, where autonomous agents handle everything from customer service to data analysis. Such changes may seem daunting, but Linney argues they are essential. “In an exponential world, playing catch-up doesn’t work. The businesses that get ahead early will stay ahead.”

The CEO’s personal role in AI adoption

For Linney, leadership in AI begins at the top. “If you’re not using ChatGPT, Google Gemini, or other AI tools personally, you’re missing out,” he says.

By integrating AI into their own workflows, CEOs can better understand its capabilities and limitations, enabling them to lead by example.

Linney himself uses AI as a “sparring partner” for writing, research, and strategic planning. The technology allows him to iterate faster, generate ideas, and make data-driven decisions. “It’s not just about efficiency—it’s about elevating your own thinking.”

The future of competition in an AI-driven economy

Linney’s outlook is both inspiring and sobering. While AI lowers the barriers to entry for new businesses, it also intensifies competition. “The difference now is that we’re productizing and commoditizing intelligence. Starting a business has never been easier, but staying ahead is going to be harder than ever.”

The implications extend beyond individual companies to entire economies. Linney points out that nations are racing to secure an advantage in AI, knowing that early movers will have a nearly insurmountable lead. For businesses, the lesson is clear: act decisively or risk irrelevance.

A call-to-action for CEOs

Linney’s advice for CEOs is straightforward yet urgent: “Do something.”

Whether it’s experimenting with AI tools, deploying managed agents, or rethinking organizational structures, the key is to start now. “The most dangerous thing you can do is sit on your hands,” he warns.

AI offers unparalleled opportunities for growth, innovation, and efficiency. But seizing these opportunities requires vision, courage, and a willingness to embrace change. As Linney puts it, “This isn’t just a pivotal moment for technology—it’s a pivotal moment for leadership.”

For those who heed his advice, the rewards could be extraordinary. For those who don’t, the risks are existential.

Listen to the full conversation with Linney on our Pivot Points podcast, out now.