AI governance needs to evolve as quickly as the technology it's governing.
I joined a Greenfleet and Law Squared discussion on AI governance this week. Policies, risk assessments, AI registers and accountability were all part of the conversation.
These are important foundations. But I'm particularly interested in what happens after AI is introduced into an organisation.
Take an AI assistant supporting customer enquiries.
You establish what information it can access, what it can do, when it needs human approval and who is accountable.
But what happens three months later?
Are staff correcting the same mistakes? Are customer needs changing? Has the technology improved? Are the original safeguards still appropriate?
Who is capturing that information, reviewing it and deciding what needs to change?
This is adaptive governance in practice.
The organisation needs to learn from how AI is being used, continuously improve its systems and adjust its safeguards without losing accountability.
And this is where organisational intelligence becomes important.
When the knowledge, decisions, feedback and experience of people are connected, governance can become part of how an organisation learns and operates.
Wayne Wescott raised the importance of human agency during the discussion.
For me, that's central to this. People need the visibility, understanding and authority to shape how AI evolves within their organisations.
We're not simply governing the technology. We're building the organisational capacity to evolve responsibly alongside it.