Senior business leaders in the UK are experiencing a significant rise in job complexity, with artificial intelligence (AI) identified as a primary driver. A study by Alliance Manchester Business School (AMBS), based on a Censuswide survey of 500 UK managers, directors, and C-suite executives, reveals that almost three quarters (73%) of senior management have found their roles more complex since 2020 because of AI. This figure climbs to 79% among directors and C-suite personnel, and 82% among mid-sized companies employing 100 to 249 individuals.[1]
The research indicates that while AI is not yet replacing human roles, it is instigating a profound shift in capabilities. Those who acquire skills in working with AI are becoming more productive, influential, and valuable to their organizations. Despite this, over 31% of respondents explicitly cited AI as a main reason for their jobs becoming more challenging.
Beyond AI, several other factors contribute to the increasing intricacy of senior management positions. Enhanced cybersecurity and data privacy risks were cited by 28% of respondents, reflecting a growing concern in the digital landscape. The performance of the UK economy and new regulation and legislation each accounted for 27% of responses as contributors to complexity. Additionally, a quarter (25%) of the business leaders surveyed mentioned pressure to meet expectations around diversity, equity, and inclusion (DEI) as a factor. The same proportion (25%) attributed complexity to the rise of remote working, while 21% pointed to employees’ pay demands.
Technology emerged as the most frequently named source of increasing complexity. Companies have substantially increased their investment in automation and data initiatives, and AI has transitioned from experimental pilots to mainstream use across various functions, including customer service, marketing, and operations. Managers often find themselves at the intersection of technology strategy, spending decisions, and the resulting impact on the workforce.
Cybersecurity and privacy risks closely follow technology as key concerns. Boards and executive teams are now far more involved in incident response and preparedness planning, particularly as organizations increasingly rely on cloud services and distributed working models. For many senior decision-makers, these critical issues have become an integral part of their daily responsibilities, moving beyond being occasional matters handled solely by specialist teams.
Economic and regulatory pressures also feature prominently in the findings. Over a quarter of respondents highlighted the performance of the UK economy as a contributor to job complexity, with an equal proportion pointing to the burden of new regulation and legislation. Collectively, these factors illustrate a business environment where demands for growth, cost control, and compliance can change rapidly, often with limited predictability.
Further pressures stem from workforce dynamics. A quarter of business leaders noted that fulfilling expectations regarding diversity, equity, and inclusion had added to their roles' complexity, alongside the similar impact of the growth of remote working arrangements. Employees’ pay demands were also a factor for 21% of those surveyed. Remote working, particularly the prevalence of hybrid models in professional and service sectors, has reshaped management routines. Senior decision-makers are often tasked with balancing productivity, employee experience, and workplace policies, while simultaneously establishing expectations for collaboration, performance assessment, and organizational culture.
The study raises pertinent questions about how organizations are preparing their leaders for responsibilities that encompass technology, risk, people management, and governance. Training and professional development are becoming recurrent themes as companies seek to formalize knowledge in critical areas such as AI adoption, data governance, and cyber risk management.
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[1] https://www.cybersecurityintelligence.com/blog/ai-is-making-business-management-more-difficult-9261.html
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