AI is moving into the core of how organisations operate, and that is changing the leadership task.

ADAPT Executive Advisors Claudine Ogilvie, CEO at HivePix and former CIO at Jetstar, Mark Cameron, CEO and Director at Alyve, and Brett Raven, Fractional CTO and CIO at The Consulting CIO, examine how leaders are reworking governance, decision making, and accountability as AI becomes embedded across the business.

Listen to the full episode on Apple Podcasts or Spotify.

 

Key takeaways:

  • Boards are moving from broad AI guardrails to clearer risk appetite. Leaders are being forced to define where experimentation is encouraged, where tighter controls apply, and how much downside the organisation is willing to tolerate.
  • The strongest AI programs start with a business problem. Fear of missing out is still driving poor sequencing, with many organisations choosing tools first and searching for value later.
  • Agentic AI is turning governance into an operating model issue. As AI takes action across workflows, leaders need clearer ownership, stronger controls, and explicit accountability for outcomes.

 

Boards need clearer risk appetite as AI moves deeper into the business

AI is becoming a board level issue because it is starting to shape business value, operating models, and enterprise risk.

Broad guardrails were a useful starting point, but they are no longer enough.

Claudine argues that boards are now moving towards clearer policy and more explicit risk appetite.

That matters because leaders need to define where experimentation is encouraged, where tighter control is needed, and how much downside the organisation is prepared to tolerate.

As AI becomes more embedded in the business, governance has to become more specific and more actionable.

 

The fastest way to waste AI investment is to start with the tool

Many organisations are still approaching AI backwards, choosing the platform first and searching for the use case later.

Brett warns that this approach is usually driven by fear of missing out rather than clear strategy.

His argument is simple, start with the business problem, define the value to be created, then assess whether AI is the right fit.

That discipline is what separates scattered experimentation from meaningful adoption.

 

Agentic AI is turning governance into an operating model issue

Once AI starts acting across workflows, governance becomes much more than a policy discussion. It becomes a question of ownership, access, supervision, and performance.

Mark says leaders need to focus less on chasing every technical update and more on how AI is changing the structure of work itself.

In practice, that means defining the role an agent is performing, the boundaries around its actions, and who remains accountable for its outcomes.

As agentic AI spreads, organisations will need stronger controls and much clearer operating discipline.

 

The organisations that move fastest will be the ones with the strongest discipline

As AI moves from experimentation into execution, the organisations that pull ahead will be the ones that treat governance, ownership, and operating discipline as core parts of adoption, rather than problems to solve later.

Contributors
Brett Raven Fractional CTO and CIO at The Consulting CIO, ADAPT Executive Advisor
Brett helps enterprises navigate AI and digital transformation with clarity and purpose. With 30+ years in technology, from CIO and CTO roles... More

Brett helps enterprises navigate AI and digital transformation with clarity and purpose. With 30+ years in technology, from CIO and CTO roles to executive advisory at Salesforce and Accenture, Brett brings deep experience translating emerging technologies into tangible business value. Brett’s focus today is on building pragmatic, AI-ready roadmaps that span systems, teams, and operations.​ ​

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Claudine Ogilvie Former CIO at Jetstar & APAC Tech Executive at Compass Group​
Claudine is an accomplished entrepreneur, CEO, and board director with 20 years of leadership across strategy, innovation, and emerging technologies. She brings... More

Claudine is an accomplished entrepreneur, CEO, and board director with 20 years of leadership across strategy, innovation, and emerging technologies. She brings deep expertise in data, AI, quantum computing, and cyber governance, with a track record spanning aviation, finance, insurance, and consulting. Known for blending commercial acumen with visionary thinking, Claudine helps organisations navigate complex technology landscapes with confidence.

  • Managing Director at O&O Consulting and CEO of HivePix.​
  • Board Director at Cuscal, Scyne Advisory, and formerly Youi Insurance.​
  • Former CIO at Jetstar Group and Lead technology, data businesses and innovation ​
    at Compass Group APAC.​
  • Past leader of Consumer and Industrial Markets at KPMG.​
  • Recognised in Australia’s Top CIO50 (2016).​
  • Holds qualifications from MIT (Quantum Computing), GAICD, UTS, and ESC Reims.​
  • Active adviser and coach to leaders in innovation, diversity, and ESG.​
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Mark Cameron CEO at Alyve, ADAPT Executive Advisor
I am the CEO of Alyve, a specialist digital transformation consultancy. I have written over 500 digital strategy-focused articles in columns for... More

I am the CEO of Alyve, a specialist digital transformation consultancy.

I have written over 500 digital strategy-focused articles in columns for BRW, CMO.com.au and Marketing Magazine. I also write for Social Media Today, Social Media Monthly and Smart Data Collective.

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Anthony Saba Partner & Managing Director, Transformation Services at ADAPT
Anthony leads the growth, strategy, and delivery of ADAPT’s Transformation Services and Go-to-Market Services Business Units. He is driven by a core... More

Anthony leads the growth, strategy, and delivery of ADAPT’s Transformation Services and Go-to-Market Services Business Units.

He is driven by a core belief that we are experiencing a modern industrial revolution, one that will fundamentally reshape how business is done and pose serious challenges to the future of many Australian organisations and industries.

In this environment, success will not necessarily favour incumbents, or those with the deepest pockets or broadest resources, but rather organisations who are most able to ADAPT quickly and effectively to the evolving needs of their customers, employees and ecosystems.

With this belief, ADAPT is evolving into a critical platform that Australia’s enterprise leaders, local solution providers, and trusted advisors can rely on to succeed over the next decade.

By removing barriers, democratising access to proven expertise, promoting local ANZ innovation, and enabling rapid, meaningful connections between leaders and experts, ADAPT is committed to helping Australia not just survive, but thrive in the complex and uncertain times ahead.

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