tgroenwals shared this post · May 15

Your board approved the AI investment.

Your CIO deployed the technology.

Your COO inherited the operational mess.

One question nobody wants to answer:
Who owns the P&L outcome when AI underperforms?

78% of business executives lack confidence they could pass an independent AI governance audit within 90 days (Grant Thornton, 2026).

This is not a technology gap.

It is an accountability architecture gap.

Here’s what the executive AI accountability gap looks like inside many enterprises:

1/ The CIO Reports Green. The COO Sees Red.

1 / 5

Balance Sheet A thoughtful perspective on how organizations should approach AI beyond just investment and hype. Great insight! May 15

Read Startup Many companies invest in AI tools, but few focus enough on implementation and long-term value. Excellent point. May 15

tgroenwals shared this post · May 13

Carolyn Healey

Move fast with AI and you create risk.

Govern first and you create advantage.

That difference shows up in breach costs, board-level risk and whether AI scales.

Here’s the reality most executives won’t say out loud:
→ 88% of organizations deploy AI in at least one function.
→ Only 1% consider themselves AI-mature. (McKinsey, 2025)

This isn’t a technology gap. It’s a governance gap.

Shadow AI is where that gap becomes a liability.

1 / 10

Mo Johnson It acknowledges what’s actually happening inside organizations, and shifts the conversation from trying to stop it to understanding and shaping it, which is where real advantage starts to show up. Apr 29 2 likes

Clare Kitching Great points Carolyn governance as an enabler rather than a blocker is the real shift. The teams that make it easy to use AI safely are the ones that actually scale it. Apr 29 4 likes

tgroenwals shared this post · May 11

Carolyn Healey

Most AI programs still aren’t hitting the P&L.

The ones that are all made the same early decision.

They stopped treating AI as a board-level response and started treating it as an operating model redesign.

88% of enterprises now use AI in at least one function. Yet only 39% report EBIT impact (McKinsey, 2025).

This isn’t an AI problem. It’s a rollout problem.

Here’s what’s actually happening inside most enterprises:

The Broken Playbook: How Most Enterprises Roll Out AI

1/ The Board Mandates It

→ Competitive pressure hits the boardroom
→ “We need an AI strategy” lands with the CEO
→…

1 / 4

Holly Moe AI creates real business impact when it is connected to measurable operational outcomes rather than isolated experimentation.

The strongest companies are usually redesigning workflows, decision systems, and execution processes instead of focusing only on impressive demonstrations. Carolyn Healey May 11 1 like

Mo Johnson The pilot is only useful if it changes the work people return to every day. Value shows up when the outcome, owner, and workflow are clear enough to move together. May 11 1 like

tgroenwals shared this post · Apr 27

Carolyn Healey

Companies winning with AI aren’t better at choosing tools.

They’re better at redesigning how work gets done.

PwC’s 2026 AI predictions put a hard number on it:
~20% of value comes from technology.
~80% comes from how work is redesigned.

Most enterprises have it reversed.

They’re spending 80% of their energy evaluating tools and running pilots, and 20% asking the only question that matters:

“How does this change the way we operate?”

Here’s the 80/20 AI strategy framework:

1/ Start With the Workflow…

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Serge E. Kouevi La règle 10-20-70 de BCG citée au point 5 devrait être affichée dans toutes les salles de comité. En marketing et en développement commercial, on voit très concrètement ce que ça donne quand on automatise des tâches sans avoir redéfini le rôle autour : les équipes gagnent du temps sur des tâches à faible valeur, mais elles ne savent pas quoi faire de ce temps parce que personne n'a posé la question de ce que le rôle devrait produire différemment. L'automatisation sans redesign de rôle, c'est de l'efficacité sans direction. Apr 26

Rupesh Dandekar Agree the value sits in the work redesign, not the tools. The piece worth adding: the reason pilots collapse at deployment isn't measurement discipline, it's that the delivery model that built the pilot was never structured to redesign the operating model around it. Discovery team, build team, change team — three handoffs, three context losses. The companies actually capturing value have collapsed the build and the redesign into the same unit, with the same people accountable for both. Apr 26 3 likes

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