"Artificial intelligence? It's no mere tool, but a capability. And just like a superhero discovering their powers for the first time, you can't expect an employee or organization to master that newfound capability without rethinking everything-and making a bit of a mess along the way. At the annual Fortune Brainstorm Tech dinner during CES in Las Vegas, a panel of senior technology executives deliberated the nuances of AI-driven change management-and in particular, where humans must remain "in the loop" as agentic AI sweeps across"
"[With] any technology adoption, it's tempting to ... [take] the things we've always done and see how we can do it a little bit differently and a little bit better," said Deloitte CTO Bill Briggs. "What we've found with AI is, that's a trap." Sure, impact and value have been demonstrated in more "bounded" places within organizations, Briggs added. But "we can't use how we've always thought about the world" to define the approach, he said."
AI is a capability that requires fundamentally rethinking organizational processes and outcomes rather than applying incremental adaptations. Incremental approaches risk perpetuating old models and limiting potential. Demonstrable impact appears in bounded use cases, but broader transformation requires clarifying desired outcomes and designing systems to fail safely with kill switches, auditability, and automated reasoning and orchestration. Human oversight must remain in critical decision loops as agentic AI scales across enterprises. Leaders must balance visionary, revolutionary change with rigorous evaluation of current operational efficiency to avoid creating larger, unintended problems.
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