The AI revolution is transforming leadership in business and technology, with product leaders at the forefront. Previously regarded as a behind-the-scenes position, the Chief Product Officer (CPO) has become one of the most influential figures in the executive suite. In 2020, only 4% of Fortune 1000 companies had a CPO, but that number has surged to nearly 50%. Over the next few years, this percentage is projected to rise to 70%.

Here’s what the top product leaders do differently to advance in the AI era.

AI As Acceleration, Not Just Automation

While discussions often emphasize job displacement, progressive Chief Product Officers (CPOs) focus on enhancing capabilities. One CPO at a global retail company noted that Product Managers (PMs) utilizing their internal generative AI platform are “nearly doubling their efficiency.” 

These AI-equipped product managers conduct competitive research, create specifications, design interfaces, and even code basic functions without requiring a 10-person engineering team. 

This transformation is also altering organizational structures. The previously standard 10-to-1 engineer-to-PM ratio is transitioning to a new norm where PMs act as full-stack strategists. Rather than replacing the workforce, AI is amplifying its effectiveness.

Hiring Business Builders

“A computer science background was pretty important 20 years ago,” one B2B SaaS CPO told us. “Now? Only one of my PMs has one.” 

This emerging type of generalist, the “Super PM,” combines product intuition, a strong customer focus, and proficiency in AI. They work across functions by design and easily lead without a defined path. Their rapid ascent is fueled by their adaptability and the immediate business value they provide.

M&A Is Essential

Product velocity has emerged as the key factor in innovation, and most Chief Product Officers (CPOs) understand that they cannot develop everything internally. Over 75% of CPOs believe that mergers and acquisitions will be a vital growth factor in the next one to three years. Unlike in previous times, product leaders are now actively participating even before the deal is finalized; they are frequently responsible for identifying, assessing, and endorsing acquisitions.

Focused on Success Metrics

Revenue remains important. As Checkr CPO Ilan Frank says, “At the end of the day, most of us are working for a for-profit company. If that’s the case, then the metric is profit. That’s what we’re here to do.”

Product leaders are increasingly focused on the financial implications when exploring the implementation and use of AI. Today’s leading CPOs focus on time-to-value, customer retention, and sustainable engagement metrics.

This change is not merely conceptual; it has structural implications. It promotes smaller, quicker product experiments, more efficient feedback loops, and enhanced cross-functional collaboration. 

As Frank noted, “NPS won’t tell me if we have the right pricing or packaging,” but time-to-value will.

Defining the AI Era

To this end, product leaders thrive in the AI era by prioritizing efficiency over effort. They value adaptability more than credentials, teamwork rather than hierarchy, and results above individual ownership. Rather than downsizing, they hire more versatile professionals and product experts to maintain their momentum. They combine human intuition with the capabilities of AI to create teams that deliver more innovative solutions, not just quicker ones. Companies that foster this leadership style are not merely surviving the AI era but shaping its future.