Transcript
and sort of even more than a tool, it's an experience for employees and people right now. You know, there's a lot of excitement around it. There's a lot of excitement around what it can do and how it's going to be changing our lives and the workforce. And so there are some employees who want to run really fast. And I think part of the struggle with compliance, those of us who work in compliance function always have, is making sure that we're doing it safely and we're doing it correctly. And so there's just, I think, a natural tension there, right, with how exciting AI is and how it is so revolutionary, but also, you know, needing to make sure that we're getting our arms around how it can be used responsibly, appropriately, and securely. Only one out of four employees report consistent policy adherence, which really, I think, highlights the disconnect there between, you know, when you're ruling out policies and what the actual adoption is. So, you know, one thing is that governance can't be something that comes after an AI tool. It's already being used. It's already been integrated in someone's workday and workflow. One potential cause of the gap and the impact would be shadow AI use. So shadow AI is when you have employees out there in the company using AI, using IT, AI tools without supervision, right, from the right departments. And so, you know, again, you know, there's an employee who has an agent that has been very effective in helping them, you know, respond to emails quickly in their personal life. So they want to bring that into the company and they, you know, give an agent authority to send emails on their behalf. And that's, you know, without the right, you know, first of all, it hasn't been checked against policies. There's no one supervising it. Maybe that, you know, that agent decides to, you know, send an email, a nasty email to the CEO. I mean, that's just, that's a very benign example. But I think, you know, the impact of shadow AI is something that we can all imagine. But from a policy perspective, it is a very strict breach of any kind of governance and policy and process that the organization has put in place. And it is something that's very serious and a big risk. Yeah, and at Avanti, we, as part of our governance, we do talk about managing AI the way we manage employees. And I think that's a really responsible way to think about it because it's like, don't, you wouldn't trust a human to do all this. Don't trust this tool that also needs to have some kind of human oversight and control. So IT organizations are successfully scaling AI by aligning their work with the business value. So a really good way to sort of get your arms around that is to have conversations, start with the executive team and senior leadership and discuss, you know, what AI actually means to the company. We did that at Avanti. We made some commitments to AI, both internally with our employees and externally. And from that, as sort of like the baseline of discussions here about AI, we built the AI Governance Council. That is a cross-functional team because AI is not one team's responsibility. It's not one individual's responsibility, really, because it's something that's changing our lives. It's changing our industry. It's changing our business.
