{"id":32891,"date":"2026-01-26T12:00:00","date_gmt":"2026-01-26T11:00:00","guid":{"rendered":"https:\/\/salvadorvilalta.com\/?p=32891"},"modified":"2026-01-24T17:09:12","modified_gmt":"2026-01-24T16:09:12","slug":"caio-the-new-role-your-steering-committee-needs-even-if-it-doesnt-know-it-yet","status":"publish","type":"post","link":"https:\/\/salvadorvilalta.com\/en\/caio-the-new-role-your-steering-committee-needs-even-if-it-doesnt-know-it-yet\/","title":{"rendered":"CAIO: the new role your steering committee needs (even if it doesn’t know it yet)"},"content":{"rendered":"\t\t
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Until very recently, artificial intelligence in a company was nothing more than an experiment tucked away in a spreadsheet. A pilot here, a production model there… and, with a little luck, something that could be shown in a presentation. <\/p>

But this has become history as AI is now present in every corner of our company, from marketing, operations, human resources, and customer service. Whether we like it or not, this is a game-changer.<\/p>

As is often the case, when something is not organized from above, the company organizes itself. What is the result of this? As a general rule, scattered tools, risks, and costs that no one sees until they arrive… <\/p>

But the time has come to take this seriously.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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What is really changing?<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Three key things have turned the traditional organization chart upside down:<\/p>

  1. AI is no longer a project; it is a transversal capability.<\/strong>
    It affects decisions, productivity, customer experience… and nobody governs it? Bad business. Like any other critical asset, it needs accountability, standards, and a clear vision.<\/p><\/li>

  2. From experiment to execution.<\/strong>
    Many companies get stuck in the pilot phase. And it’s not because the technology doesn’t work, but because the organization doesn’t follow suit: without data, without priorities, without a clear roadmap, it’s impossible to move forward.<\/p><\/li>

  3. The “Shadow AI”.<\/strong>
    Yes, like the “shadow IT” of years ago, but multiplied by ten. Employees using ChatGPT, Copilot, or Midjourney without anyone knowing, with sensitive data, without policy or supervision. A minefield and a huge risk for companies…<\/p><\/li><\/ol>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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    Who should lead this?<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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    This is where it gets interesting. It’s not about creating an “AI department” as if it were an accounting department. It’s about giving AI a chair on the steering committee.<\/strong> And that implies new roles (or at least new responsibilities): <\/p>