Artificial Intelligence (AI) is already here, reshaping how we work, communicate and make decisions. However, Krataion Consulting’s recent survey (July 2025, sample of 600 employees) reveals a critical contradiction: while employees in Greece feel familiar and “cautiously optimistic” about AI, their organizations lag behind, trapped in strategic ambiguity and passive leadership. 82% report that their organization lacks a clear AI strategy and only 9% believe their leadership considers AI a top priority. The message is clear: the challenge is not technological but deeply human. Without active leadership and targeted education, AI cannot be fully leveraged.

The Human Factor: Hope with a Dose of Anxiety

Over 71% of employees view AI positively or “cautiously positively,” primarily as a tool that simplifies tasks and improves efficiency. However, beneath this optimism lies significant anxiety: 45% fear job displacement and broader economic impact while one in three workers cite job loss fears as the biggest barrier to adoption.The paradox is clear: AI is accepted as a tool but simultaneously feared as a force that could transform, or threaten the labor market. Leadership’s role here is critical: to inspire trust, explain the “why” and “how” and provide reassurance during radical change.

The Generational Gap: The Younger, the More Anxious

One striking finding is that Generation Z, despite being digital natives, is the most fearful of AI’s career implications. They are excited about technology’s potential but feel exposed as they see no clear plan from leadership. Millennials are more optimistic, seeing AI as a driver of growth and skill development, though they express frustration with organizational inertia. Generation X, having lived through multiple waves of technological change, remains skeptical and focused on structural obstacles. Without clear leadership, vision, and training, generational groups remain stuck in fear, disappointment or skepticism.

Strategic Inertia: 82% See a Gap

The most alarming finding is the lack of strategy. Nearly half of employees (43.8%) say their company has no AI strategy at all, while another 38% describe a “false sense of strategy” , lots of talk but no action. Only 11% believe their organization has a concrete plan. This gap creates uncertainty, discourages adoption, and amplifies existing fears. 

The Crisis of Passive Leadership

The research introduces the term “Lukewarm (Passive) and Vague Leader” to describe Greece’s dominant leadership style toward AI. These leaders often mention AI, use buzzwords and show superficial support but take no meaningful action. This passive acceptance is more dangerous than open resistance because it leaves employees confused and unsure whether to prepare, upskill or ignore the issue. Only 9.3% of respondents say AI is a top leadership priority while 34.2% claim their leadership is not addressing it at all.

Employees are asking for something very simple: education and tools. 37.5% identify lack of knowledge and training as the biggest barrier, yet only 5.7% have received substantial training. Another 35.2% say their organization has no AI training plan at all. When asked what would help them most, the answers were:

  • Formal trainings and workshops (21.8%)
  • Access to tools and experimentation opportunities (21.2%)

The Vision Ahead

Despite the challenges, the majority (54.8%) believe AI will be a tool for progress not a threat. They see potential in automation, efficiency, and improved customer experience. But for this cautious optimism to translate into true innovation, these things are needed from our points of view at Krataion Consulting:

  • A leadership that sets direction, creates safety, communicates vision and takes action while being vulnerable on how they also feel, asking questions even if they do not have the answers.
  • A strategy on AI that is integrated with the overall business strategy rather than a standalone element, same as with Culture, Customer Experience, Marketing etc.
  • An education that empowers employees with practical knowledge to trust and use AI in practice.
  • Last but not least, the creation of a space in the organisation where the feelings of fear, uncertainty can be expressed and collectively processed.

Conclusion

Our research reveals that the greatest barrier to AI adoption in Greece is not the technology itself. It is the absence of strategy, passive or “lukewarm” leadership and the lack of investment in people and training. For Greek businesses, the challenge is not simply to install new systems but to cultivate a learning culture, provide tools and lead with clarity and vision. AI can become a driver of growth, innovation and competitive advantage but only if organizations realize that the real “key” is not the algorithms but the people.