NTT DATA Sounds the Alarm: C-Suite Misalignment Threatens GenAI Security Readiness
A new report from NTT DATA pulls back the curtain on a growing rift inside the executive suite when it comes to deploying generative AI: the vision is ambitious, but the operational reality is far from ready.
Titled “The AI Security Balancing Act: From Risk to Innovation,” the report is based on insights from 2,300+ senior decision-makers across 34 countries. The findings paint a stark picture: CEOs are bullish on GenAI, but CISOs and IT leaders are waving red flags over security, governance, and legacy infrastructure.
“We’re not seeing just a gap—we’re seeing a canyon,” said Sheetal Mehta, SVP and Global Head of Cybersecurity at NTT DATA. “Innovation is happening, but resilience is lagging.”
The C-Suite Is Divided
According to the report:
- 99% of C-suite leaders plan to invest in GenAI over the next two years.
- 67% of CEOs plan to make “significant” investments.
- 95% of CIOs/CTOs say GenAI is driving greater cybersecurity investment.
- Yet 45% of CISOs hold negative views on GenAI deployment.
- Only 20% of CEOs share the same concerns—highlighting a major disconnect.
Security leaders don’t oppose AI progress—they’re just not being heard. In fact, 81% of skeptical CISOs still agree that GenAI can enhance efficiency and business outcomes. But they also report confusion and lack of preparedness:
- 54% of CISOs say their organizations lack clear GenAI responsibility policies.
- Just 24% strongly agree their company has a framework to balance risk with innovation.
- Meanwhile, only 38% say their GenAI and cybersecurity strategies are aligned.
Skills Gaps and Legacy Tech Are Holding GenAI Back
Beyond leadership disconnect, skill shortages and outdated infrastructure are key hurdles:
- 69% of CISOs admit their teams lack the skills needed to work with GenAI.
- 88% say legacy systems are blocking agility and GenAI readiness.
- Just 28% of organizations have formal GenAI usage policies in place.
The lack of foundational readiness means most organizations are underestimating the operational complexity of AI adoption.
Co-Innovation Over Piecemeal Tools
Rather than patch together solutions, security leaders are turning to end-to-end platforms and trusted partners:
- 64% of CISOs are prioritizing co-innovation with strategic tech providers.
- Their top criteria? Comprehensive GenAI service offerings—not point solutions.
NTT DATA stresses that success in the GenAI era means embedding cybersecurity from day one and ensuring that AI governance scales with AI capabilities.
“A secure and scalable approach to GenAI requires proactive alignment, modern infrastructure, and trusted co-innovation,” Mehta added.
A Tipping Point for GenAI Governance
Craig Robinson, Research VP at IDC, echoed these concerns:
“While the benefits of GenAI are clear, security leaders are still struggling to communicate governance needs. Aligning with the business is not optional—it’s essential.”
NTT DATA’s report lands at a time when AI adoption is accelerating, but foundational readiness remains fragmented. As enterprises race toward AI-driven transformation, the organizations that integrate cybersecurity into their AI roadmaps—rather than bolt it on later—will emerge with a competitive edge.
Key Takeaways for Enterprise Leaders:
- Invest in alignment: CEOs and CISOs must close the strategy-execution gap.
- Prioritize skills: GenAI readiness is more than buying tech—it’s about training teams.
- Modernize infrastructure: Legacy systems can’t support agentic, AI-native workflows.
- Embed security early: Proactive governance must guide AI deployments from the outset.
- Partner for scale: Co-innovation with providers offering end-to-end AI services is now table stakes.
Bottom Line
NTT DATA’s global research serves as a wake-up call: GenAI can drive business value—but only if the entire enterprise is aligned, skilled, and secure. As the Agentic Era takes hold, digital transformation without governance is not innovation—it’s risk.
Power Tomorrow’s Intelligence — Build It with TechEdgeAI.
