Not every company needs to build AI from scratch. But every CEO mustunderstand where their organization stands: Maker, Taker, or Shaper. Byunpacking key insights from Deloitte’s "AI-fueled Organizations" andMcKinsey’s "Artificial Intelligence and Life in 2030," we clarify whyembracing your company’s AI identity is essential—not to judge, but to empowerstrategic clarity. This article helps executives realize why being a Taker issometimes smarter than a Maker, and why Shapers hold hidden leverage. Aboveall, it guides leaders in creating a roadmap that aligns their AI approachprecisely to their strategic objectives, market realities, and growthaspirations.
CEOs face endless pressure to "do something" about AI. But what does "something" mean? Do you dive into costly R&D, rapidly adopt existing tools, or influence industry standards? Deloitte and McKinsey both recently produced landmark reports, helping executives think clearly about AI. Their frameworks categorize companies into three distinct identities: Makers, Takers, and Shapers.
Understanding these identities isn't academic—it’s strategic. Choosing your role consciously makes the difference between expensive experimentation and targeted growth.
Let's unpack each identity clearly and practically, revealing how to align your AI strategy with your organization’s genuine strengths.
Makers build AI models and tools from the ground up. Think of companies like OpenAI, Meta, or Anthropic, deeply investing in foundational AI models. These firms are pushing the frontier of technology, setting the pace of innovation, and absorbing significant risk and cost.
For Makers, AI isn't just a tool—it’s a business itself. They thrive on deep R&D, hiring the best talent, and are comfortable with ambiguity. But it comes with risks:
Yet Makers hold the advantage of differentiation and ownership. For companies like Meta (with Llama), building AI became a competitive asset and a strategic moat. If your competitive advantage depends deeply on proprietary technology, becoming a Maker might be your destiny.
But most companies shouldn't be Makers. Building AI from scratch rarely aligns with strategic goals—often it’s a distraction, not differentiation.
Most companies today are Takers. They strategically adopt existing AI models (like ChatGPT) to enhance productivity, customer experience, and market presence. Their strength lies not in raw technical innovation, but in rapidly deploying proven technology.
Being a Taker isn't inferior; it’s efficient and strategic. Consider Salesforce: they didn't invent large language models, yet they've quickly embedded generative AI into their CRM products, delivering immense value at scale without the headaches of original R&D.
The upsides are clear:
But the hidden costs of being purely a Taker emerge clearly: vendor lock-in, unpredictable operational expenses, and limited strategic differentiation.
The key is to be a strategic Taker—leveraging existing AI while carefully managing dependency and cost.
Shapers might seem less obvious, but their role is quietly powerful. These companies may not directly build AI, but they influence standards, regulations, and ecosystems. Companies like Microsoft or Google are certainly Makers, but they’re also Shapers—defining standards, privacy frameworks, and ethical guidelines.
Being a Shaper isn’t just for tech giants. Mid-market companies or even startups can become Shapers in niche industries by influencing how AI tools are adopted, regulated, and standardized.
Shapers enjoy strategic leverage:
Yet shaping requires resources, relationships, and industry credibility. It’s less tangible than building products, yet often more strategically valuable.
Here’s a crucial insight from both McKinsey and Deloitte: it’s not inherently better to be a Maker, Taker, or Shaper. Each identity offers clear strengths and weaknesses. Great CEOs don't chase trends; they consciously choose their AI identity.
Consider these scenarios:
The secret: aligning your AI identity with strategic business objectives—not chasing technology for technology’s sake.
You can’t effectively leverage AI without first clarifying your identity. CEOs must understand where they stand today and where they need to go strategically:
Step 1: Evaluate Current Capabilities
Step 2: Align with Strategic Objectives
Step 3: Map your Path
Your roadmap might begin as a Taker, integrating proven technology rapidly. As your AI capabilities mature, you might evolve into a Shaper, influencing standards and ecosystems. Eventually, if differentiation is paramount, you might selectively become a Maker, developing proprietary models.
Understanding your ideal path provides clarity and prevents costly detours.
Fractional CTOs play a critical role here, guiding CEOs in finding their ideal AI identity quickly and affordably. Their unbiased expertise ensures you:
Fractional CTOs clarify your strategic path, avoid misalignment, and accelerate your AI maturity.
Early in my leadership journey, I mistakenly thought innovation required building everything from scratch—that being a Maker was the only respectable path. I soon realized this mindset was expensive and rarely strategic. The Deloitte and McKinsey reports clarified something critical: great leaders choose consciously between Maker, Taker, and Shaper roles based on strategic realities, not industry trends or ego.
Today, I approach AI strategically. Some initiatives thrive by taking proven tech and rapidly integrating it; others benefit from strategically shaping industry standards. Occasionally, we invest deeply in proprietary technology, carefully choosing where differentiation truly matters. The lesson? Know who you are, choose your AI identity intentionally, and build a roadmap tailored to your genuine business goals. After all, your AI strategy isn’t about technology—it’s about strategic alignment.
