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# Governing AI and agentic systems at enterprise scale

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  As artificial intelligence (AI) adoption surges and organisations move from the 'should we?' phase to the 'how do we?' phase, it is natural to evaluate the likelihood of positive returns. That has always been the case with the onset of each new technology paradigm. C-suite executives, guided by their boards and aided by technical and business teams, remain keenly focused on traditional metrics: return on investment, shareholder equity, competitive advantage, and customer relationships.

This time, though, something is different. I recently visited a major customer. My contact, a senior decision maker, gave me a pointed piece of advice about how to talk about AI with his boss, the CEO: "Please don't say anything negative about AI." The subtext was clear. The company was fully committed to AI and didn't want to hear anything that might shake that conviction.

It is hard to imagine a CEO taking such an absolutist stance on previous technology waves like cloud, bring your own device (BYOD), or the internet of things (IoT). CEOs, boards, and technical leaders would be pragmatic in evaluating the benefits and put mileposts in place to gauge progress. With AI, though, the underlying assumption is that we are stepping on the accelerator. Research from BCG indicates that more than 94% of CEOs say they still plan to deploy AI irrespective of demonstrated business value, even where there is no tangible ROI from the start.

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