Abstract: Artificial intelligence is reshaping how organizations operate, yet many enterprises approach AI adoption primarily as a technical implementation challenge. This narrow focus overlooks the profound cultural, structural, and human capital transformations that determine whether AI investments deliver value or create organizational dysfunction. This article examines why traditional leadership structures struggle to manage AI-driven change and presents evidence for establishing a Chief Innovation and Transformation Officer (CITO) role. Drawing on organizational change literature, digital transformation research, and examples from healthcare, financial services, and manufacturing sectors, we explore how CITOs bridge the gap between technical capability and organizational readiness. The analysis reveals that successful AI adoption requires dedicated executive attention to culture change, workforce reskilling, cross-functional collaboration, and the redesign of work itself—responsibilities that fall outside conventional C-suite domains yet prove critical to realizing AI's potential.