Australian executives embrace AI but eye job moves

Page Executive has released research showing that most Australian executives use artificial intelligence in their daily work, and that many are considering changing jobs.

Based on responses from more than 14,000 executives and senior leaders, the survey points to a gap between personal AI use and confidence in how well organisations are adapting to it. Among Australian executives, 83% said they use AI in their day-to-day work and have seen positive results, while 66% said the technology is improving productivity across their organisation.

At the same time, almost two-thirds said they plan to look for a new role within the next three months, as AI and broader workplace changes reshape expectations around leadership, flexibility and execution.

Another tension emerged in views on how AI could affect senior roles. Despite strong personal uptake, 75% of senior leaders said they do not expect AI to affect their own role at all.

That disconnect matters for employers investing in AI across large organisations. If senior leaders use the tools themselves but do not believe their own positions or structures will change, companies may struggle to turn individual productivity gains into broader operational improvements.

The report also suggests confidence differs across management layers. Some 76% of Australian senior leaders and executives said they were confident their organisation could adapt to changing market conditions, compared with 67% of senior managers.

The gap points to a possible execution problem, particularly where major change programs depend on middle and senior managers to carry out strategies set at the top. In technology and AI projects, that can mean strong support at board or executive level does not translate into everyday adoption across the business.

"The findings show that Australian business leaders are already embracing AI and seeing tangible benefits in their own work. The challenge now is translating those individual gains into organisation-wide productivity improvements. As AI adoption matures, businesses that invest in the right skills, processes and culture will be best placed to unlock its full potential," said Molly Green, Head of Page Executive Australia at Page Executive.

Green also pointed to a broader leadership gap as businesses face economic and geopolitical pressures alongside technological change.

"This was a surprising result. It points to a strategic execution gap at a time when businesses need to be agile in the face of volatile economic conditions and geopolitical shocks, from oil supply disruptions to AI and the rising cost of doing business.

"Leadership alignment is critical here. Execution risk often sits between layers of leadership rather than in the strategy itself, and that could mean expensive change initiatives stall - not because the strategy is wrong, but because the people expected to deliver it were never fully on board," said Green.

Retention pressure

The findings also indicate that executive retention may be shaped less by pay than by working conditions and confidence in an employer's direction. Work-life balance ranked above salary as a driver of job satisfaction, with 53% naming it as important compared with 46% for pay.

Two-thirds of respondents said they would reject a promotion if it came at the expense of their wellbeing. Flexible and hybrid working was the most valued executive benefit, underscoring the sensitivity of return-to-office policies for employers trying to retain senior staff.

The data suggests senior leaders are placing greater weight on whether organisations can offer sustainable roles as well as credible change strategies. In practice, that means companies may face higher turnover risk if they tighten office attendance rules or fail to show that technology spending is delivering workable change across the business.

Green said many senior leaders were balancing work with family responsibilities and were unwilling to give up flexibility.

"Business leaders are also becoming increasingly value-driven. The data tells us they aren't willing to compromise their wellbeing and work flexibility for a paycheck. A lot of people in the C-suite are in the sandwich generation, raising a family while also caring for older parents. They are looking for a balance that allows them to juggle both.

"Despite the widespread commentary about returning to the office, the data tells us that director and C-suite employees value the flexibility they've become accustomed to, and many are not willing to sacrifice it when changing jobs," said Green.

Changing priorities

Traditional perks appeared to carry less weight. Company cars remained a common incentive, but they did not rank among the top five benefits executives said they wanted.

The report also examined hiring practices. It found that 73% of organisations are using skills-based hiring, although only 15% of executives said skills were prioritised over pedigree. That suggests many employers may be signalling a shift in recruitment strategy without fully changing how senior candidates are assessed.

Taken together, the findings depict an executive cohort that is using AI, questioning whether their organisations can keep up, and placing increasing value on flexibility and wellbeing. For employers, the challenge is not only introducing new technology, but also convincing leaders across the organisation that change can be delivered in practice.