Artificial intelligence, once the preserve of science fiction and rarefied research labs, has in recent years become an everyday reality for businesses across the globe. Its swift integration into everything from supply chain management to customer service has forced an urgent reckoning for organizations of all stripes. Yet, if a new report from Ragan Communications is to be believed, the conversation around AI within corporate ranks is not nearly as robust as it needs to be—particularly among those tasked with steering an organization’s voice: communications professionals and executive leaders.
The report, which surveyed communications professionals and organizational leaders, paints a picture of both excitement and reticence. On one hand, there is broad acknowledgment that AI has transformative potential. On the other, a lingering hesitancy persists—driven by uncertainty, knowledge gaps, and, in some cases, a simple lack of dialogue within boardrooms and communication departments.
This is an irony not lost on those familiar with the world of corporate communications. After all, communicators are the architects of transparency and trust, the very individuals tasked with breaking down complex subjects for diverse audiences. Yet, when it comes to artificial intelligence, many appear to be struggling to articulate its promise, its pitfalls, and the practicalities of its implementation.
The stakes for getting this conversation right are, quite simply, enormous. AI is not merely another technological tool to be bolted onto existing workflows. It represents a paradigm shift—one that can redefine how organizations interact with stakeholders, manage their reputations, and even chart new business strategies. For communications professionals who have built careers on mastering the nuances of human dialogue, the rise of AI presents both a daunting challenge and a rare opportunity.
What emerges from the Ragan Communications study is a call to action. The report found that many communications professionals feel ill-equipped to speak authoritatively about AI—even as their organizations begin to adopt machine learning tools for media monitoring, content creation, and data analysis. Some admit to leaning heavily on jargon or vague assurances when asked about AI’s role or risks, rather than providing clear, actionable insights. Others say they are left out of strategic discussions about AI adoption altogether, relegated to the sidelines rather than included at the decision-making table.
This disconnect is more than an internal matter; it has real-world consequences. The advent of generative AI, from large language models like ChatGPT to deepfake video creation tools, has already triggered public debates about misinformation, job displacement, and ethical responsibility. If communications leaders are not prepared to address these issues transparently—both internally with employees and externally with customers and partners—the trust that underpins corporate reputation could erode quickly.
Moreover, the absence of frank dialogue about AI can leave organizations playing perpetual catch-up. As the report notes, those who fail to engage in open, informed discussions risk being blindsided by technological shifts—or, worse, making missteps that could have been avoided with more proactive communication.
So, what is holding communications professionals and leadership back? The answers, per the report, are as varied as the organizations themselves. Some cite a lack of technical expertise, an understandable obstacle given the breakneck pace of AI development and the often arcane language used to describe it. Others point to uncertainty about AI’s regulatory landscape or fears of stoking employee anxiety about automation and job loss.
Yet, these very challenges underscore why dialogue is so vital. Organizations do not need every communicator to become a machine learning expert. Rather, they need professionals who can ask sharp questions, identify where AI can be most beneficial or most risky, and translate those findings into language that resonates with stakeholders. This is, at its core, what communication is all about: the ability to make the complicated comprehensible, and the unfamiliar less daunting.
Some progressive organizations are already taking steps in this direction. They are investing in upskilling programs, bringing in subject-matter experts to demystify AI, and establishing cross-functional task forces to ensure that communicators are involved in strategic planning from the outset. These efforts, while still the exception rather than the rule, offer a blueprint for how companies can build a culture of curiosity and openness around AI rather than one of anxiety and silence.
There is also a broader ethical dimension at play. As AI systems make more decisions on behalf of organizations—whether through automating customer responses or curating news feeds—the responsibility for ensuring these systems operate fairly and transparently falls, in part, to communicators. If these professionals are not equipped to understand and articulate the limitations and biases of AI, companies risk eroding public trust. This is not a hypothetical concern; recent high-profile missteps by major corporations have demonstrated the reputational damage that can ensue when AI goes awry and organizations are slow or evasive in their response.
For leaders, the message is clear: the time for vague reassurances has passed. Employees, customers, investors, and regulators all expect candor about how AI is being used, what its limitations are, and what steps are being taken to safeguard privacy and fairness. This requires not only openness but also a willingness to admit where knowledge gaps exist and to invest in closing them.
The Ragan Communications report should therefore be read as both a warning and an invitation. It warns of the risks—reputational, strategic, and ethical—of failing to foster robust AI conversations within organizations. But it also invites communicators and leaders to seize the moment, to transform uncertainty into inquiry, and to make thoughtful AI dialogue a cornerstone of modern corporate culture.
In the end, artificial intelligence will not wait for organizations to catch up. The technology is advancing at a pace that challenges even the most agile companies. The question is whether communications professionals and their leaders can keep pace—not by pretending to have all the answers, but by having the courage to ask the right questions and to ensure those questions are heard at every level of the enterprise.
If they can, they will not only safeguard their organizations against the pitfalls of AI but also position themselves at the vanguard of a new era—one where the power of human conversation is more essential, not less, in a world increasingly shaped by machines.
