Q. As referenced in the recent issue of the MIT Sloan Management Review, “research shows how an overreliance on digital talent management systems can lead organizations to cede critical decisions about their future leaders to automated processes that can’t capture the nuances of human potential or align with company-specific needs.”[1] With AI now a central focus for many Fortune 500 C-suites, how should aspiring C-suite leaders prepare themselves for the complexities of tomorrow’s AI-driven workplace?
A. (Cristina Ortega Duran)
Aspiring C-suite leaders must define their roles in upskilling the workforce as the AI revolution accelerates, with the average half-life of skills now under five years – and as little as two and a half years in some tech sectors.[2] AI acceleration is happening in every industry and will fundamentally change the way we work, similar to the way personal computers did. In life sciences, for example, Evinova is working with sponsors to transform clinical development with digital and AI to greatly accelerate clinical research. And for millions of workers, upskilling alone won’t be enough since it often has a narrow purview while Fortune 500s need to build broader capabilities, including culture, processes, and tools which support a C-Suite’s goals. As a result, current MIT Sloan students should raise their hands during their upcoming summer internships and volunteer to help out with tasks that can drive such change, even if that means taking on projects above and beyond your job description. Educate yourself on what AI means for your industry today and in the future, too. And yes, that means you might be taking on nearly two jobs for the summer. But think of it this way. Most consulting summer internship employers do not expect interns to do so. And so by taking on this extra workload over the summer, you will get a taste of what your post-graduation lifestyle will be if you elect to go into professional services, as 32% of your recent classmates did.[3] Raise your hand to avoid falling into the trap of AI “pilotitis” where you have lots of initiatives but no impact, and focus on a few initiatives and outcomes from day one.[4]
Q. What are your top three recommendations for aspiring candidates to begin doing today to achieve their long-term goals of entering the C-Suite ranks?
A. (Cristina Ortega Duran)
First, don’t shy away from taking on lateral assignments. Earlier in my career, when I had been asked to take on lateral moves, frankly, I was very hesitant. Similar to many of you, I had aspirations for moving up a vertical career ladder. When I was asked to take on an HR consulting role, for example, I wasn’t sure how this would help with my career goals. Now, as the president of a health tech company overseeing more than 300 employees, the lessons I learned in that one year – about leadership, differences in employment law, and the importance of leading change with care – have proven invaluable to my current responsibilities in the C-suite as Evinova deploys its digital health solutions globally.[5] C-suite leaders need a breadth of experiences as well as depth.
Second, be proactive in learning about your employer’s business, the industry, and competitors, as well as futuristic ideas via MIT Sloan. Having completed MIT’s leading enterprise transformation program, I recognize the tremendous resources that MIT Sloan and the overall MIT ecosystem can provide to CEO aspirants. So, walk to your MIT Sloan Career Development Office and connect with their team to begin to answer your career curiosities.
Finally, start building professional connections today, particularly when you don’t require assistance, but others might benefit from your support. As SHREK[6] executive recruiter firms seem to appreciate MIT Sloan alums, perhaps you can refer qualified candidates to their partners? Maybe some study group mates have created an innovative product that is generating real sales and attracting early interest – why not be the connector who introduces them to a venture capital fund? You are cultivating friendships and connections. Especially for aspiring entrepreneurs, keep in mind that venture capitalists often prefer to invest when you don’t urgently need the funding.
Bios:
Cristina Ortega Duran is the President of Evinova, a global clinical trial technology company with proven published outcomes[7] for sponsors, sites, and patients launched to accelerate innovation across the life sciences sector. Prior to this role, she was Chief Digital Health Officer, R&D at AstraZeneca, a global role covering all therapeutic areas within the organization. Before joining AstraZeneca, she was a senior management consultant at Accenture. She currently contributes to courses at Cambridge University. Finally, Cristina is a chartered accountant (CIMA) and has completed the MIT leading enterprise transformation program.
Partha Anbil is a Contributing Writer for the MIT Sloan Career Development Office and an alumnus of MIT Sloan. Besides being the VP of Programs of the MIT Club of Delaware Valley, Partha is a long-time veteran in the life sciences consulting industry. He has held senior leadership roles at IBM, Booz & Company (now PWC Strategy&), IMS Health Management Consulting Group (now IQVIA), and KPMG. He can be reached at partha.anbil@alum.mit.edu.
Michael Wong is a Contributing Writer for the MIT Sloan Career Development Office and an Emeritus Co-President and board member of the Harvard Business School Healthcare Alumni Association. Michael is a Part-time Lecturer for the Wharton Communication Program at the University of Pennsylvania and his ideas have been shared in the MIT Sloan Management Review and Harvard Business Review.
[1] Lundberg, Abbie, Who’s in Control?, MIT Sloan Management Review, March 11, 2025
[2] Tamayo, Jorge, Doumi Leila, Goel, Sagar, Kovács-Ondrejkovic, Orsolya and Sadun, Raffaella, Reskilling in the Age of AI, Harvard Business Review, September-October 2023
[3] https://mitsloan.mit.edu/sites/default/files/2024-12/MBA-Employment-Report-2024-2025.pdf
[4] https://www.pharmexec.com/view/transformation-digital-pilot-scaled-production-solution
[6] The eminent SHREK firms are Spencer Stuart, Heidrick & Struggles, Russell Reynolds Associates, Egon Zehnder, and Korn Ferry
[7] Durán, C.O., Bonam, M., Björk, E. et al. Implementation of digital health technology in clinical trials: the 6R framework. Nat Med 29, 2693–2697 (2023).
