# Artificial Intelligence, C-Suite, CIO, CSO and CISO, IT Leadership

Published articles for Artificial Intelligence, C-Suite, CIO, CSO and CISO, IT Leadership.

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## Who should own AI? I started with an incomplete answer

DevFeed: [Who should own AI? I started with an incomplete answer](<https://devfeed.tech/articles/who-should-own-ai-i-started-with-an-incomplete-answer-63881.md>)

Original publisher: [Read original article](<https://www.cio.com/article/4229636/who-should-own-ai-i-started-with-an-incomplete-answer.html>)

Author: Christine Park

Published: 2026-10-02T09:00:00Z

Content type: opinion

Language: en

Sources: [CIO](<https://devfeed.tech/sources/cio.md>)

Topics: [engineering-leadership](<https://devfeed.tech/topics/engineering-leadership.md>), [ai-governance](<https://devfeed.tech/topics/ai-governance.md>)

Tags: [ai](<https://devfeed.tech/tags/ai.md>), [artificial-intelligence](<https://devfeed.tech/tags/artificial-intelligence.md>), [artificial-intelligence-c-suite-cio-cso-and-ciso-it-leadership](<https://devfeed.tech/tags/artificial-intelligence-c-suite-cio-cso-and-ciso-it-leadership.md>), [c-suite](<https://devfeed.tech/tags/c-suite.md>), [cio](<https://devfeed.tech/tags/cio.md>), [company](<https://devfeed.tech/tags/company.md>), [contributor](<https://devfeed.tech/tags/contributor.md>), [cso-and-ciso](<https://devfeed.tech/tags/cso-and-ciso.md>), [governance](<https://devfeed.tech/tags/governance.md>), [it-leadership](<https://devfeed.tech/tags/it-leadership.md>), [security](<https://devfeed.tech/tags/security.md>), [team](<https://devfeed.tech/tags/team.md>)

### AI overview

A chief transformation officer reflects on who should lead AI transformation in a company. The article argues that one executive should be accountable for connecting strategy, governance, technology, and organizational change, while business functions share responsibility for execution and outcomes. It emphasizes redesigning workflows, setting clear decision paths, and helping employees and managers adapt.

### Source excerpt

Several months ago, I was invited to an event for CTOs. Just looking around the room, I could see someone had made an assumption about my title. I am a chief transformation officer, not a chief technology officer. I stayed anyway to see how the other type of CTO thinks about AI. When a CISO got onstage and said, "This is our time," my immediate reaction was cringe. I remember thinking, AI is going to change jobs, workflows, skills and how people experience work. Tools and controls alone will not produce transformation. The real challenge is redesigning how work gets done. I knew from the beginning that AI would require partnership across technology, security, legal, finance and the business. But I saw people and operating-model change as the center of the work, with technical and governance teams enabling it. After working to operationalize AI across a company, I can see what I missed. Why I started with people and operating models My original assumption was based on my own experience managing through change. Technology creates possibility; operating models create value. Access is not adoption. A team can run an impressive pilot that never becomes part of how the function operates. Experimentation means very little if leaders have not defined the business outcome, how the workflow will change or how the team will sustain it once the pilot ends. People leaders understand job design, learning, manager behavior and the emotional reality of change. People resist initiatives that feel disconnected from the work they are accountable for every day. Organizations also tend to budget for technology and not for transformation, treating licenses, APIs and model usage as the whole investment. The real cost includes the time people need to learn and build fluency, and the clarity managers need about what good use looks like. A technically strong AI program can fail because the organization never changes around it. AI raises the floor, but transformation raises the ceiling. The l