Orange County releases AI Principles for responsible innovation

𝐄𝐘 𝐀𝐈 𝐖𝐞𝐞𝐤: 𝐇𝐚𝐫𝐧𝐞𝐬𝐬𝐢𝐧𝐠 𝐭𝐡𝐞 𝐏𝐨𝐰𝐞𝐫 𝐨𝐟 𝐀𝐈 — 𝐑𝐞𝐠𝐢𝐬𝐭𝐞𝐫 𝐧𝐨𝐰 From 3–7 November, EY AI Week returns for its third edition. This time welcoming clients, alliance partners, and the wider business community. Join leaders and practitioners for a hybrid program designed to turn AI complexity into clarity. 𝐖��𝐲 𝐣𝐨𝐢𝐧? AI is transforming business, with organizations leveraging AI seeing an average €6 million in added value (source: EY European AI Barometer 2025). But with opportunity comes responsibility: balancing innovation with ethics, governance, and resilience is essential. 𝐖𝐡𝐚𝐭’𝐬 𝐨𝐧 𝐭𝐡𝐞 𝐚𝐠𝐞𝐧𝐝𝐚? A diverse line-up of sessions, both open-access and invite-only. Some highlights: • AI & Humanity: Innovating for the Future of Work (EY AI Week Opening), featuring Deborah Nas and Menno Bonninga • EY AI Talks: Insights in Sovereign AI, featuring the IND and Dell Technologies • AI Ready Data Platforms: The Data Foundation to Power Safe and Scalable AI, featuring FrieslandCampina and Booking.com • EY AI Talks: Responsible AI, featuring Randstad and IBM • Navigating the Future: Maximizing Impact with AI, featuring Joe Depa (EY Global Chief AI & Innovation Officer) Sessions are available online, in-person, and hybrid. The full agenda covers 20+ sessions, with topics such as operational excellence, customer experience, sustainable growth, and responsible AI adoption. 𝐇𝐨𝐰 𝐭𝐨 𝐩𝐚𝐫𝐭𝐢𝐜𝐢𝐩𝐚𝐭𝐞: Many sessions are open to all; some are exclusive for senior leaders. Explore the full program and register: 🔗 ey.nl/aiweek Let’s shape the future of AI. Responsibly, strategically, and at scale. #EYAIWeek #AI #Leadership #Innovation #ResponsibleAI Anna van den Breemer- Kleene Menno Bonninga Kirsten van der Kraan Bart Breggeman Simon van Ulden Bernadette Wesdorp Thierry van Herwijnen

Deloitte’s week says everything about where enterprise AI really is. Same company. Same week. Two headlines: → Deploying Claude across 500,000 employees → Refunding the Australian government for an AI report full of hallucinated citations This isn’t AI gone wrong. It’s adoption outpacing accountability. The next decade won’t reward the companies chasing every new model. It’ll reward the ones investing in the unglamorous stuff: verification systems, quality checks, and cultures that know when to trust AI and when to question it. Every public mistake is expensive tuition for the rest of us. The lesson isn’t “slow down.” It’s “wise up.” We have the tech. What we lack is the discipline to use it well. Most gaps I see aren’t technical, they’re organizational: weak governance, low readiness, and cultures not built for AI-era decision-making. What’s holding your org back most: tech, governance, or culture? #AIAdoption #Leadership #Operations #AIinBusiness

In this conversation with Dr. Ulrich Störk, a member PwC’s EMEA Executive Team leading Technology Alliances, he outlines the expectation gap, where companies have high expectations for cost savings and productivity gains from AI but struggle to realize the full potential due to issues with data, workforce readiness and leadership mindset. READ NOW: https://lnkd.in/dS_ykPxq #inspire #theceomagazine #inspiringthebusinessworld #business #lifestyle #businessleaders #businessinsights #thoughtleadership #digitalmagazine #freemagazine #innovation #leadership #investment #AI #data #strategy #workforce #technology #EMEA #productivity #costsavings

💡 The AI-Director Dilemma: Oversight, Trust & Transformation AI is quietly reshaping the boardroom. Directors now have the power to uncover hidden risks, analyze years of financial data, and digest complex materials in seconds. But with this power comes a new challenge: Are directors overstepping—or stepping up? A thought-provoking piece by my colleagues in the CEO & Board Practice at Korn Ferry explores this tension: how AI is redefining fiduciary duty, board-management dynamics, and what “effective oversight” really means. 🔗 If you're a current or aspiring board member, this is a must-read. It’s not just about tools—it’s about trust, governance, and the future of leadership. And that is my weekend observation. What about you, are you overstepping—or stepping up? 👉 https://lnkd.in/gZgiPm5h BoardLeadership #AIinGovernance #CorporateGovernance #FiduciaryDuty #LeadershipTransformation #KornFerryInsights

Are directors overstepping - or stepping up? As AI reshapes how boards access and interpret information, the lines between oversight, trust, and transformation are being redrawn. The implications for fiduciary duty, governance, and board–management dynamics are profound. A must-read for anyone thinking about the future of board leadership - especially in an AI-enabled world. Excellent insights from our Korn Ferry CEO & Board Practice, shared by Torbjorn Karlsson 🔗 https://lnkd.in/gZgiPm5h #BoardLeadership #AIinGovernance #CorporateGovernance #FutureOfBoardLeadership #LeadershipTransformation #FiduciaryDuty #FutureOfWork #KornFerryInsights

[Day 3 Reflections from SXSW Sydney: Building Trust and Value in the Age of AI] Artificial intelligence is no longer a future concept. It is a present reality that demands governance, foresight and human trust as its foundation. At KPMG Futuresphere, the panel led by Petah Marian, Damian Kassabgi, Andrea Jachs, Martijn Verbree and Nicholas Flood explored how organisations can integrate AI responsibly while preserving integrity and purpose. Their discussion moved beyond efficiency, asking what it truly means to earn trust in an age of automation. [💡 Key reflections] 🔹 Trust is the new currency Successful AI adoption depends less on technical capability and more on credibility, transparency and communication. 🔹 Self-regulation will define leaders Companies that build strong internal governance will stay ahead of regulation rather than react to it. 🔹 Culture change is harder than code The biggest barrier to responsible AI is not technology but human readiness, leadership and alignment of values. 🔹 Smaller, specialised models are the future The next wave of AI will focus on cost-effective, purpose-built systems rather than massive general models. 🔹 Operationalisation is the real measure of success Pilots and proofs of concept mean little without measurable outcomes and organisational learning. //What stood out most was the honesty.// The panelists did not present AI as a silver bullet but as a mirror to human systems. Its impact will depend on the ethics, structures and accountability we choose to embed today. My takeaway: the future of AI will not be defined by who builds the smartest algorithms, but by who builds the most trustworthy ones. Thank you to KPMG Australia Futuresphere and all speakers for a grounded and forward-looking discussion that reminded us technology is only as good as the governance and humanity behind it. Thank you Social Enterprise Australia for making the passes accessible. #SXSWSydney #Day3 #AI #Governance #Trust #ResponsibleInnovation #KPMGatSXSW #KPMGFuturesphere #EthicalAI #DigitalTransformation #Leadership #SystemsChange

The recent Deloitte-AI report incident in Australia is a major wake-up call for business leaders and consultants worldwide. Deloitte admitted that its $440,000 government report was packed with fake citations, fabricated quotes, and so-called "AI hallucinations"—leading to a partial refund and significant reputational questions. As AI tools like GPT-4 and others become ingrained in professional services, this episode highlights the risks of unchecked automation and the critical need for robust human review and ethical standards. Blind reliance on generative AI resulted in references to non-existent academic papers and judicial statements, undermining the core recommendations of the report. The controversy shows why business decisions and large-scale projects must combine technological innovation with accountability, domain expertise, and diligent human oversight. AI can supercharge productivity—but professional judgment, transparency, and responsible leadership will always be essential to delivering real value. Let’s treat AI as a tool to augment human intelligence—not replace it. #ArtificialIntelligence #Consulting #ProfessionalEthics #Deloitte #AIrisks #Leadership #Automation #LinkedInLessons

𝐆𝐮𝐚𝐫𝐝𝐫𝐚𝐢𝐥𝐬 𝐨𝐯𝐞𝐫 𝐠𝐚𝐭𝐞𝐬: 𝐡𝐨𝐰 𝐁𝐨𝐚𝐫𝐝𝐬 𝐜𝐚𝐧 𝐢𝐧𝐟𝐥𝐮𝐞𝐧𝐜𝐞 𝐀𝐈 𝐢𝐧𝐧𝐨𝐯𝐚𝐭𝐢𝐨𝐧. Thank you Grant Thornton (US) for hosting me on two panels at this year’s NACD (National Association of Corporate Directors) 𝐃𝐢𝐫𝐞𝐜𝐭𝐨𝐫𝐬 𝐒𝐮𝐦𝐦𝐢𝐭, and to my fellow panelists Mimi Thigpen, Johnny Lee, and Joe Ranzau for an exceptional dialogue on how Boards can enable, not inhibit, AI innovation. 𝐓𝐡𝐫𝐞𝐞 𝐭𝐚𝐤𝐞𝐚𝐰𝐚𝐲𝐬 𝐭𝐡𝐚𝐭 𝐫𝐞𝐬𝐨𝐧𝐚𝐭𝐞𝐝 𝐰𝐢𝐭𝐡 𝐦𝐞 𝐟𝐫𝐨𝐦 𝐭𝐡𝐞 𝐩𝐚𝐧𝐞𝐥 𝐚𝐧𝐝 𝐭𝐚𝐛𝐥𝐞 𝐝𝐢𝐬𝐜𝐮𝐬𝐬𝐢𝐨𝐧𝐬:  🚀 𝐀𝐝𝐨𝐩𝐭 𝐚 “𝐟𝐚𝐢𝐥 𝐟𝐚𝐬𝐭, 𝐥𝐞𝐚𝐫𝐧 𝐟𝐚𝐬𝐭𝐞𝐫” 𝐦𝐢𝐧𝐝𝐬𝐞𝐭 Effective oversight focuses on 𝒍𝒆𝒂𝒓𝒏𝒊𝒏𝒈 velocity, not necessarily immediate ROI. Encourage pilots that test, adapt, and scale responsibly, defining success in terms of insight, resilience, and strategic value creation. One attendee joked about having to justify buying a PC decades ago in a ROI model. The same truth applies today: AI is a strategy and you need to start innovating before a perfect ROI model. But ROI remains critical when moving to production so defining success metrics holistically and rapidly iterating based on learnings will lead to compounding ROI from AI investments. ⚙️ 𝐁𝐮𝐢𝐥𝐝 𝐟𝐥𝐞𝐱𝐢��𝐥𝐞 𝐠𝐮𝐚𝐫𝐝𝐫𝐚𝐢𝐥𝐬, 𝐧𝐨𝐭 𝐬𝐭𝐚𝐭𝐢𝐜 𝐜𝐨𝐧𝐭𝐫𝐨𝐥𝐬 Oversight should shape innovation, not stall it. Understand how adopting tiered risk reviews, explainability thresholds, adaptive data governance and privacy, and traditional risk management with uncertainty can mitigate risks while accelerating innovation. Confidence grows when AI moves with intention, not improvisation. ♟️ 𝐓𝐫𝐞𝐚𝐭 𝐀𝐈 𝐚𝐬 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐲, 𝐧𝐨𝐭 𝐬𝐨𝐟𝐭𝐰𝐚𝐫𝐞 AI isn’t an IT project. It’s a new enterprise capability that has to be applied across all functional areas. This was the top-level theme of many of the discussions. Governance should evolve in lockstep with innovation, and there should be a cohesive implementation plan for AI capabilities, not just individual AI projects or a siloed “AI expert or capability” in the organization. 𝐁𝐨𝐭𝐭𝐨𝐦 𝐥𝐢𝐧𝐞: Boards don’t need AI theater. They need measurable, managed momentum that drives strategic investments toward corporate goals. Big thanks and a 𝐬𝐡𝐨𝐮𝐭𝐨𝐮𝐭 𝐭𝐨 𝐭𝐡𝐞 𝐝𝐞𝐝𝐢𝐜𝐚𝐭𝐞𝐝 𝐆𝐫𝐚𝐧𝐭 𝐓𝐡𝐨𝐫𝐧𝐭𝐨𝐧 𝐭𝐞𝐚𝐦 who organized and supported these insightful sessions. Great collaboration! Nichole Jordan Beth Westbrook Don Amoruso Lauren McCabe Doreen Griffith Kelli Knoble Shweta Desai Chris Morgan #AI #BoardLeadership #ExecutiveLeadership #ResponsibleAI #Governance #NACDSummit

I found KPMG Australia’s latest Boardroom View on Generative AI Adoption especially timely, it highlights how boards are responding to AI’s rapid rise, and the gaps that remain. While 71% of Australian boards report having general tech or data skills, only 23% have GenAI expertise, and just 3% are recruiting for deeper technology capabilities. Most organisations are still in pilot mode, with few embedding GenAI into their core strategy. The report identifies five priorities for boards: •Integrate AI into strategy – move beyond pilots to enterprise value. •Bridge the skills gap – ensure true AI fluency in the boardroom. •Measure real impact – focus on transformation, not just efficiency gains. •Strengthen governance – embed responsible-use frameworks and oversight. •Look ahead – prepare for next-wave technologies such as agentic AI. As AI continues to redefine business models, the key question for boards is: Do we have the expertise, insight and governance to lead this transformation confidently and responsibly? Read the full article here: https://lnkd.in/gEW_kcJ9 #GenAI #BoardLeadership #Governance #DigitalTransformation #KPMG #Innovation #AI

🎤 Speaker Spotlight: Keith Moody, Analytics and AI Executive, IIA Expert 🎤 Moody will lead a roundtable on federated analytics operating models and what it really takes to make them work at enterprise scale. Key takeaways will be: - How to sell a federated model to senior leadership - Structuring operating agreements and managing ownership - Measuring success and evolving the model over time 🔗 Learn more: https://lnkd.in/gZUy9rDs #IIASymposium #AnalyticsLeadership #DataStrategy