{"id":186,"date":"2026-05-28T09:39:14","date_gmt":"2026-05-28T09:39:14","guid":{"rendered":"https:\/\/crosscountrymovingteams.com\/?p=186"},"modified":"2026-05-28T09:39:14","modified_gmt":"2026-05-28T09:39:14","slug":"the-boardroom-wants-answers-on-ai-are-you-ready","status":"publish","type":"post","link":"https:\/\/crosscountrymovingteams.com\/?p=186","title":{"rendered":"The boardroom wants answers on AI. Are you ready?"},"content":{"rendered":"
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I say this as someone who has used risk as a lens rather than a leash in my nearly three decades helping leaders make high-stakes operational decisions. And I am telling you: in the context of AI, waiting for perfect information before building a governance structure is not caution. It\u2019s abdication.<\/p>\n

Read more America\u2019s new AI map shows something surprising: \u2018A lot of normal people are adopting AI\u2019<\/a><\/p>\n

The technology isn\u2019t waiting for your committee to complete its assessment. Nor are your competitors or the regulatory landscape. Every quarter you spend \u201cevaluating the space\u201d is a quarter your organization falls further behind \u2014 not just technologically, but structurally.<\/p>\n

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Because the companies that will win the AI era aren\u2019t necessarily the ones with the best models. They\u2019re the ones that built the governance muscle early enough to deploy AI with confidence, speed, and accountability.<\/p>\n

The Meeting You Keep Postponing Is the One That Matters Most<\/h2>\n

Here\u2019s what I see happening inside even the most sophisticated organizations: AI is happening, widely, quietly, and well ahead of any governance structure. Employees are running customer data through consumer tools. Engineers are deploying models no one in legal has reviewed. Procurement is signing SaaS contracts with AI embedded in the fine print. This isn\u2019t theoretical risk; it\u2019s real-life, real-time risk, and it\u2019s in your company whether you\u2019ve sanctioned it or not.<\/p>\n

The question is whether anyone is in charge of it \u2014 and whether you can walk into a board meeting and honestly say who that is.<\/p>\n

That\u2019s why convening an AI Governance Committee isn\u2019t a nice-to-have initiative for next fiscal year; it\u2019s an urgent structural necessity. Not a taskforce. Not a working group buried three levels below the CISO. It\u2019s a senior, cross-functional body with real authority, real accountability, and a mandate to bring a living, evolving framework to the board in a regular cadence.<\/p>\n

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This isn\u2019t a committee you delegate. It\u2019s one you convene. The right seats at the table are the Chief AI Officer (if you have one), the CISO, Chief Compliance Officer, Chief Privacy Officer, Chief Audit Executive, and any other operational leaders who understand what it looks like when AI actually touches the business. Not just the people who measure risk, but the people who understand what\u2019s at stake if you get it wrong \u2013 and what\u2019s possible if you get it right.<\/p>\n

Stop Waiting for the Perfect Framework and Build an Adaptive One<\/h2>\n

I understand the impulse to wait for some decent use cases before pushing forward on governance. But that is exactly the environment where having a governance structure matters most. And it\u2019s precisely what your board needs to see; not a finished product, but evidence that someone is driving. You don\u2019t need a perfect framework. You need an adaptive one, designed specifically to evolve, and one you can present to the board today, refine next quarter, and build on the quarter after that<\/p>\n

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It\u2019s worth emphasizing that AI governance isn\u2019t a single track. For most organizations, there are two distinct branches of activity \u2013 AI in your product roadmap and AI for back office \u2013 that require different oversight frameworks, different risk tolerances, and different success metrics.<\/p>\n

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AI embedded in the features your customers see and interact with carries reputational, legal, and competitive stakes that demand one type of rigor. AI deployed for back-office acceleration and operational efficiency demands another. Conflating the two is one of the most common and costly governance mistakes I see. Your committee needs to build for both.<\/p>\n

Read more The U.K.\u2019s top spy says the window to stay ahead of China and Russia is narrowing and cybersecurity needs to become \u201810 times more urgent\u2019<\/a><\/p>\n

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You must hold the committee accountable for four early outcomes: clarity on what\u2019s in scope, a full inventory of what AI is currently running in your organization, an honest assessment of what your existing policies do and don\u2019t cover, and a cadence for keeping you \u2014 and the board \u2014 informed as things change. The inventory of activity alone may take time to build, depending on the size of your organization and the scale already underway. That\u2019s expected. That\u2019s enough to start.<\/p>\n

As a member of the executive team, your job isn\u2019t to run the committee; it\u2019s to make clear that it matters. Set the expectation that the committee meets regularly, that ownership is unambiguous at every level, and that the focus stays on business outcomes rather than technology features.<\/p>\n

You engage directly only when the framework needs to evolve in response to a significant risk or opportunity, when there\u2019s a decision that carries board-level implications, and when reporting to the board needs your voice behind it.<\/p>\n

A New Kind of Edge<\/h2>\n

The leaders who will look back on this moment with pride aren\u2019t the ones who waited. They\u2019re the ones who understood that governance isn\u2019t the opposite of speed \u2014 it\u2019s what makes speed possible.<\/p>\n

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Every company that builds a rigorous, responsive AI governance structure now is buying itself the ability to move fast and also to course-correct before a misstep becomes a headline \u2014 or a board agenda item no one wants to be sitting at the table for.<\/p>\n

This, not the glamorous demos, not the productivity gains, and not the investor narrative, is the work that matters. What is essential is to build the infrastructure that lets all of it happen safely, and reporting on it with enough clarity and confidence that your board becomes an asset in the process rather than an anxious audience.<\/p>\n

The companies that do it now will have a structural advantage that compounds for years.<\/p>\n

The ones that don\u2019t will spend that time catching up \u2014 if they get the chance.<\/p>\n

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The opinions expressed in Fortune.com commentary pieces are solely the views of their authors and do not necessarily reflect the opinions and beliefs of\u00a0<\/em>Fortune.<\/em><\/p>\n

Read more Labor union participation is on the rise even as U.S. companies spend $1.7 billion annually to halt union formation<\/a><\/p>\n<\/div>\n","protected":false},"excerpt":{"rendered":"

Most executives treat AI governance like a future agenda item. That is the most dangerous mistake they can make \u2014 and the window to fix it is closing.<\/p>\n","protected":false},"author":1,"featured_media":185,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[53],"tags":[],"class_list":["post-186","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-leadership"],"yoast_head":"\nThe boardroom wants answers on AI. Are you ready? - Cross Country Moving Team<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/crosscountrymovingteams.com\/?p=186\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"The boardroom wants answers on AI. 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