Silicon Valley Executive Academy

Silicon Valley Executive Academy At the heart of Silicon Valley, we give executives, corporations and founders access to the world’s most innovative ecosystem.

Through immersive programs and direct connection with industry leaders, we help you drive transformation with clarity and vision

Nearly nine in ten CEOs say AI is creating value somewhere.Scaling that value is the harder part.BCG's 2026 CEO research...
09/07/2026

Nearly nine in ten CEOs say AI is creating value somewhere.

Scaling that value is the harder part.

BCG's 2026 CEO research found that most companies are seeing cost or revenue benefits from AI in targeted areas, yet many still struggle to translate those wins into enterprise-level financial impact.

More than half of CEOs cite a missing link between AI and the P&L, while only 14% clearly define P&L impact for all AI initiatives.

That is an ex*****on issue disguised as a measurement issue.

If the business outcome is unclear at the start, the ROI conversation becomes difficult at the end.

The strongest AI programs don't begin with: What can the model do?

They begin with: What business result are we changing—and who owns it?

👉 Download the Executive AI Playbook:
https://executive-ai.svexecutive.academy/

09/04/2026

Most companies study the innovator's dilemma as a case study. UiPath is living it in real time.

In this episode of Decisions at the Frontier, host Victoria Mensch sits down with Christopher Radich, VP & Public Sector CTO at UiPath, to unpack how a company built on RPA is navigating its own reinvention into the age of AI — before the market forces their hand.

This is what leading through your own disruption actually looks like. 🎥👇
https://www.youtube.com/watch?v=GAPTmUsCan4

Your strategy looks different when the benchmark changes.Inside an organization, teams naturally compare progress agains...
09/03/2026

Your strategy looks different when the benchmark changes.

Inside an organization, teams naturally compare progress against internal history: last year's roadmap, last quarter's cycle time, the current operating model.

Silicon Valley changes the reference point.

An executive immersion puts leaders closer to founders, operators, researchers, and technology companies working at a different pace—and forces a more useful question:

Are we moving quickly, or only quickly compared with ourselves?

The value of immersion isn't collecting more information.

It's returning with a sharper benchmark for speed, ambition, and ex*****on.

👉 Explore SVEA Immersion Programs:
https://svexecutive.academy/immersion-programs

AI adoption is widespread. AI scaling is not.That distinction may define the rest of 2026.Recent reporting on Gartner re...
09/02/2026

AI adoption is widespread. AI scaling is not.

That distinction may define the rest of 2026.

Recent reporting on Gartner research says only 22% of organizations have scaled AI across multiple business units or adopted an AI-first operating model.

The problem is no longer getting access to AI.

It's moving from isolated wins to repeatable enterprise capability.

Scaling changes the questions leadership has to answer: Who owns the workflow? What gets standardized? What stays local? How is value measured across functions? And where does governance sit when deployment spreads faster than the center can track it?

The next AI advantage won't come from launching more pilots.

It will come from building an organization that knows how to scale what works.

👉 Explore SVEA Corporate Programs:
https://svexecutive.academy/corporate-programs

September starts with a different question.Not: What else should we start?But: What are we prepared to finish?For many l...
09/02/2026

September starts with a different question.

Not: What else should we start?

But: What are we prepared to finish?

For many leadership teams, the AI agenda is already crowded. Pilots are running. Budgets have been approved. Governance structures are being built. Teams are experimenting.

September isn't the month to make that list longer.

It's the month to find out which initiatives are capable of becoming real business outcomes.

That means fewer priorities. Clearer ownership. Faster decisions. And the discipline to stop treating activity as progress.

Because when Q4 planning begins, leadership teams won't need another list of AI ambitions. They'll need evidence of what actually worked.

September is where ex*****on becomes evidence.

👉 Explore SVEA Corporate Programs:
https://svexecutive.academy/corporate-programs

August ends today—and there's one month left in Q3.For organizations investing heavily in AI, September matters.BCG AI R...
08/31/2026

August ends today—and there's one month left in Q3.

For organizations investing heavily in AI, September matters.

BCG AI Radar 2026 reports that only 6% of companies would pull back on AI investment if their current initiatives don't deliver returns this year.

That means 94% intend to stay the course.

But continued investment alone doesn't create value.

The next month is an opportunity to focus on ex*****on: finish what matters, address what's slowing progress, and enter Q4 with clearer evidence of what is—and isn't—working.

September doesn't need more AI initiatives.

It needs progress on the ones that already matter.

👉 Explore SVEA Corporate Programs:
https://svexecutive.academy/corporate-programs

Different industries. Different challenges. One thing in common: leaders came back ready to move.From enterprise AI and ...
08/27/2026

Different industries. Different challenges. One thing in common: leaders came back ready to move.

From enterprise AI and spatial computing to life sciences and robotics, SVEA's recent immersions have brought leadership teams into Silicon Valley to explore the technologies and ideas directly affecting their businesses.

But we believe the experience itself is only half the story.

What matters is what happens afterward.

That's why our recent immersions are documented as case studies—showing the challenge each group brought with them, what they experienced, and the outcomes that followed.

Executive education is easy to promise.

Results are more meaningful.

👉 Explore recent SVEA immersions:
https://svexecutive.academy/recent-immersions

If someone in your company wanted to buy a new AI tool tomorrow, who would need to approve it?The answer should be simpl...
08/25/2026

If someone in your company wanted to buy a new AI tool tomorrow, who would need to approve it?

The answer should be simple.

Yet the Open Future Forum Enterprise AI Buying and Budget Index found that while CEOs are increasingly being named as AI purchasing decision-makers, 14% of respondents reported having no single owner at all.

That's more than a procurement issue.

When ownership is unclear, accountability can become unclear too.

As organizations increase their AI investments, defining who can approve, evaluate, and ultimately own those decisions needs to be part of the governance conversation.

👉 Explore SVEA Corporate Programs:
https://svexecutive.academy/corporate-programs

How much time should a CEO personally spend learning AI?BCG's answer offers an interesting benchmark: at least eight hou...
08/24/2026

How much time should a CEO personally spend learning AI?

BCG's answer offers an interesting benchmark: at least eight hours a week.

Its AI Radar 2026 found that CEOs investing that time in building their own AI capabilities are more likely to generate meaningful value from the technology.

The takeaway isn't that CEOs need to become AI engineers.

It's that AI has become too important to understand only through someone else's presentation.

Delegate the implementation. Build the teams. Hire the experts.

But don't delegate your own understanding.

👉 Explore SVEA Corporate Programs:
https://svexecutive.academy/corporate-programs

08/21/2026

A moment we couldn't cut from this week's episode of Decisions at the Frontier 🎙️

Christopher Radich, VP & Public Sector CTO at , on why real transformation means evolving from a place of strength — not fear — and what companies like Kodak got wrong when the ground shifted under them.

It's a short clip, but it says a lot about how leaders should think about disruption before the market forces the decision.

🔗 Watch the full conversation: https://www.linkedin.com/events/ai-trust-theinnovator-sdilemma-7490986896702099456/theater/

Which part of this resonates most with you? Let us know in the comments 👇

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