Most asked
Who should own AI in our organization?
Short answer
Someone with real authority who understands both the business and the technology landscape. In four decades of watching technology shifts, four versions of this decision play out and only one works. The other three fail predictably.
The most consequential AI decision most executives make has nothing to do with technology. It is about who they hand the responsibility to.
Version one: delegation to someone with real authority and a genuine grasp of both the business and the technology landscape. This works. It is also uncommon.
Version two: delegation to a trusted executive who has neither the background nor the experience to navigate these decisions. The organization moves, checks the box, and six months later nothing has changed, because the person in charge cannot tell the difference between a real opportunity and a vendor pitch.
Version three: no delegation at all, dressed up as strategy. Each department handles AI in its own area. Procurement decides for procurement, marketing for marketing. The result is a fragmented collection of disconnected tools, no coherent direction, and an executive team that genuinely believes it is moving forward.
Version four: handing the assignment to IT. Technology teams are essential to implementation. They are not equipped to lead strategy. Confusing those two responsibilities is one of the most consistent and costly mistakes I see.
The question is not whether your organization is doing something with AI. Most are. The question is whether the person responsible has the authority to make decisions that matter and the background to know which decisions those are.