#AI governance

#AI governance

AI has rapidly become a reliable coding assistant for many developers -- so much so that many are wondering about the future of the entire profession. Entry-level coding jobs are dwindling for recent grads as teams offload junior tasks to AI assistants; at the same time, experts cite the real limitations of these tools as proof that engineers will never actually become obsolete.

Chief People Officer Gina Vorgiu Breuer explains how the enterprise software giant is preparing its global workforce for a future where AI handles 42% of tasks-without replacing humans. At SAP Connect in Las Vegas, Breuer outlined SAP's comprehensive AI workforce strategy to Techzine TV. The approach goes beyond simply introducing new tools; it fundamentally reshapes how the company thinks about jobs, skills, and human potential in an AI-augmented workplace.

"This is the moment of taking existential choices that are ahead of us," Grabar-Kitarović said.

To avoid a chaotic, ad hoc and, above all, risky AI implementation, all of your people need to be onboarded to your AI strategy and vetted collection of AI tools. It's also great for your people: Research shows that folks who understand AI are more likely to engage with AI tools and less likely to view AI with fear or mistrust. And given the 82% of leaders planning to expand the capacity of their workforce with digital labor, there's no time like the present.

We quickly identified the transformative impact that AI could deliver across our organisation, and over the last few years have put in place the assurance frameworks and tools we need to deploy AI safely and at scale. "With these foundations in place, we're reimagining how we operate by embedding AI across our business to drive smarter decisions, faster outcomes and better experiences.

A new report from IFS - a provider of industrial artificial intelligence (AI) software - said there is an "invisible revolution" in which the focus is shifting from productivity-led AI experimentation to "embedded, operational AI across core business processes." The report, titled "The IFS Invisible Revolution Study 2025," surveyed more than 1,700 senior decisionmakers at industrial enterprises around the world. The report noted what IFS refers to as an "execution gap," in which companies moved into AI faster than their team members can upskill.

Many businesses have had to learn in recent years that adopting AI to automate certain organizational tasks or employees' day-to-day workflows won't necessarily translate to financial gain. The technology may make workers more productive in some respects, but it also presents a whole host of risks -- some of them involving cybersecurity, some of them legal, some of them psychological. In some cases, AI actually creates more work for supervisors.

"As we roll out age-gating more fully and as part of our 'treat adult users like adults' principle, we will allow even more, like erotica for verified adults," Altman writes. Earlier this month, OpenAI hinted at allowing developers to create "mature" ChatGPT apps after it implements the "appropriate age verification and controls." OpenAI isn't the only company dipping into erotica, as Elon Musk's xAI previously launched flirty AI companions, which appear as 3D anime models in the Grok app.

At Fortune, we've spent almost a century studying what separates the good leaders from the great ones; the ones who don't just survive disruption, but shape it. The next wave of corporate chiefs is emerging from a radically different playbook. They're products of an economy defined by technological acceleration, and operate with fluency across disciplines that didn't even exist in the CEO vocabulary a decade ago: data science, AI governance, cybersecurity, social trust, geopolitical volatility, and shifting expectations of what leadership should look like.

We study AI and democracy. We're worried about 2050, not 2026. Half of humanity lives in countries that held national elections last year. Experts warned that those contests might be derailed by a flood of undetectable, deceptive AI-generated content. Yet what arrived was a wave of AI slop: ubiquitous, low quality, and sometimes misleading, but rarely if ever decisive at the polls.

According to Rajat Taneja, Visa's president of technology, the global payments company has woven AI into every part of its business. Employees across Visa are tapping AI in their everyday workflows for tasks ranging from data analysis to software development. The company has built more than 100 internal AI-powered business applications tailored to specific use cases and has over 2,500 engineers working specifically on AI. Visa is also using AI to create new products and services for its customers, such as faster onboarding, simplified processes for managing disputes, and infrastructure for agentic AI technologies.

Lisa, Jennie, Rosé, and Jisoo have broken numerous records since their debut in 2016: the first to sell one million, then two million, album copies in South Korea; the first Korean group to top the Billboard 200 album chart; the highest-grossing concert tour by a female artist. Blackpink, and K-pop and K-culture more broadly, are now a source of South Korean "soft power," expanding the country's cultural influence across Asia and beyond.

When it comes to artificial intelligence, law firms that take an early implementation lead are positioning themselves for compounding advantages in the years to come. So how can you beat your competitors in advancing from "tool mode" - where individual applications solve problems in isolation - to more holistic AI adoption? Join us October 21st at 1 p.m. ET for this discussion about effective and ethical AI implementation in midsize and large law firms.

Over 40 minutes, the panel returned again and again to three themes: data quality, organizational alignment and cultural readiness. The consensus was clear: AI doesn't create order from chaos. If organizations don't evolve their culture and their standards, AI will accelerate dysfunction, not fix it. Clean data isn't optional anymore Allen set the tone from the executive perspective. He argued that enterprises must build alignment on high-quality, structured and standardized data within teams and across workflows, applications and departments.

Hallucinations have commonly been considered a problem for generative AI, with chatbots such as ChatGPT, Claude, or Gemini prone to producing 'confidently incorrect' answers in response to queries. This can pose a serious problem for users. There are several cases of lawyers, for example, citing non-existent cases as precedent or presenting the wrong conclusions and outcomes from cases that really do exist. Unfortunately for said lawyers, we only know about these instances because they're embarrassingly public, but it's an experience all users will have had at some point.

Every Fortune 500 CEO investing in AI right now faces the same brutal math. They're spending $590-$1,400 per employee annually on AI tools while 95% of their corporate AI initiatives fail to reach production. Meanwhile, employees using personal AI tools succeed at a 40% rate. The disconnect isn't technological-it's operational. Companies are struggling with a crisis in AI measurement.

EPAM is building its DIAL platform to become one of the most advanced enterprise AI orchestration systems in operation. With its recent DIAL 3.0 release, it addresses how to harness AI at scale without sacrificing governance, cost control, or transparency. We spoke with Arseny Gorokh, VP of AI Enablement & Growth at EPAM, about the platform. DIAL might not be the most known technology out there, but it has some history to build on.

" Microsoft and OpenAI have signed a non-binding memorandum of understanding for the next phase of our partnership," the companies said in a document described as a joint statement, continuing, "Together, we remain focused on delivering the best AI tools for everyone, grounded in our shared commitment to safety."