The pattern repeats across regulated sectors. Licenses are bought, vendors are selected, strategy decks are approved. The compliance, audit and legal teams who carry the accountability arrive after the decision, then stand behind systems they were never shown during design.
Two-thirds of organizations say they have limited or no expertise to act on the AI already on their agenda, according to Deloitte’s Global Boardroom Program. That gap is not a training problem. It sits in the operating model.
A board cannot approve what it cannot see. That is what moved AI governance out of the IT function and into the boardroom, and it is why reading which shifts are already underway has become part of the job rather than a specialist’s brief.
Dimitris Dimitriadis, co-founder and CIO of TheFutureCats Advisory, examines how leaders read and act on those shifts in “From AI Disruption to Strategic Advantage”, an online session with HULT International Business School on Thursday, 30 July.
