Who owns the new?

Where should AI live — Technology, Product, Strategy, Marketing, a dedicated lab? Episode 5 argues that the reporting line is often the wrong first question. The more useful design problem is decision rights: who validates the problem, funds exploration, sets boundaries, stops duplication, decides when evidence is sufficient and owns the consequence at scale? Drawing on multidisciplinary creative-technology work, Berk Bayri describes a model where a small central capability convenes and learns while long-term ownership moves toward the part of the business that can operate the result. Featuring a short Steve Jobs excerpt on collaboration and clear responsibility at Apple.

References

Deloitte Insights, Agentic AI Is Scaling Faster Than Guardrails, April 2026. Based on Deloitte’s survey of 3,235 business and IT leaders across 24 countries; only 21% reported mature governance for agentic AI. Deloitte highlights cross-functional governance involving IT, legal, compliance and business leaders.

PwC, AI Agent Survey, May 2025. Survey of 308 U.S. executives. Among companies using agents, 45% reported fundamentally rethinking operating models and 42% redesigning processes around agents. Trust was lower for higher-stakes autonomous tasks.

NIST, AI Risk Management Framework. Background for the claim that governance and accountability should span design, development, use and evaluation rather than sit in one technical function.

The concept of organizational ambidexterity is established management theory describing the tension between exploitation of current capabilities and exploration of new ones. This episode uses it as an interpretive lens rather than claiming one universally correct org design.