Nufar Gaspar

And I want to be very clear here.

It's not about creating like a slow, highly bureaucratic committee and it's

not about letting everyone do whatever they want.

Good governance is about balancing the two opposing forces of speed versus safety.

And one thing that I want you to do is to have your business units, they need to have the ability to move fast and experiment, ideally in a very safe sandbox.

I also want to have your legal and risk teams ensure that you're being safe, secure, compliant, and privacy mindful.

And you also have to have an effective AI steering committee, hopefully or ideally across the entire company of key stakeholders.

And their role is not just to approve projects.

It's to manage the tension between these two forces and the ROI.

And if your governance is all speed, what will happen is that you will have a lot of waste and a lot of risk to the company data and reputation as a result.

And if it's all about safety, what you guarantee is irrelevance and frustration among your employees.

So that's the forces that you need to balance.

Lastly, we're talking about enablement, E for enablement.

And this is more than just offering like a training course.

It's about being very deliberate about the way you approach upskilling and create the culture that puts experimentation at the center and fighting for whatever human barriers to adoption that might arise in your company.

On the upskilling side, companies need to have a very clear plan that look beyond just training employees on basic prompting and using the tools.

Those are important.

Don't get me wrong.

But you need to understand that the way your employees do the work is going to change significantly.

And most of them will need to upskill to become ready to manage agents.