Purpose Managers are increasingly interested in pre-emptively and simultaneously evaluating innovation readiness to reduce high failure rates. In Industry 5.0, AI platforms can be an effective tool for this purpose, but only if managers are able to interact with them easily and effectively. This article aims to address this research question: Are managers capable of leveraging AI platforms to evaluate innovation readiness? Design/methodology/approach The study draws on a conceptual framework consisting of 13 elements grouped into five constructs: cognitive alertness, proactive behaviour, networking, reflective learning and organizational adaptation. Using data from an online survey of 18 managers in a strategic business unit of a multinational heavy-industry firm, the analysis estimates managers' innovation confidence as a personal trait derived from these constructs. A complementary coding procedure was also employed to assess participants' ability to interact with AI platforms. Findings Managers claim to be ready to interact with AI platforms, but findings show that when it comes to the practical use of AI platforms (prompting), not all managers have the capabilities needed to effectively leverage the platforms. This is the chiaroscuro with AI platforms for managers in Industry 5.0. Managers are aware of the potential of AI, but they do not know how to exploit it. Originality/value This article offers three contributions. First, it proposes an innovation framework, which can be replicated for further research. Second, it confirms that AI platforms have potential, but managers must be trained to exploit them. Third, AI-related skills can be viewed in light of the theory of dynamic capabilities.
Merde et al. (2026) studied this question.