6 Guidelines for Governing AI

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Sravan Vadigepalli, leading enterprise AI strategy at Lowe’s, outlines six guidelines for governing AI systems that emphasize keeping humans involved in decision-making through principles rather than rigid rules. He stresses the need to encode corporate values as machine-readable governance layers, implement confidence-based human oversight (“trust thermostat”), and ensure context integration for AI reasoning, enabling organizations to shift from directly executing tasks to overseeing AI-driven processes with human judgment focused on exceptions. This governance approach aims to bridge the gap between AI experimentation and scalable business value by redefining roles around setting intent, managing risk, and embedding culture in AI operations.

https://spectrum.ieee.org/6-guidelines-governing-ai

Why CISOs Struggle to Answer the Board’s Three Hardest Questions, and How to Fix the Report

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CISOs often struggle to confidently answer boards’ key questions on security posture, financial exposure, and improvement because relevant data is siloed across multiple tools that lack shared context. A proposed solution involves adopting a unified intelligence layer that correlates identity, cloud, endpoint, and SaaS data into attack paths to critical assets, enabling reports focused on exposure and financial risk trends instead of activity metrics. This approach helps security leaders provide measurable risk reduction insights aligned with business priorities and facilitates more effective board communication and remediation prioritization.

https://thehackernews.com/2026/10/why-cisos-struggle-to-answer-boards.html

Who Should Own AI? I Started with an Incomplete Answer

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AI transformation requires shared ownership across technology, security, legal, finance, and business leaders, as no single function can fully own the work. While a chief AI officer or similar executive should be accountable for strategy, governance, and organizational change, effective AI adoption depends on cross-functional collaboration to redesign workflows, manage risk, and integrate AI sustainably into operations.

https://www.cio.com/article/4229636/who-should-own-ai-i-started-with-an-incomplete-answer.html

How to Set up SPF, DKIM, and DMARC for Your Sending Domain

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The article provides a detailed, step-by-step guide to setting up SPF, DKIM, and DMARC records for authenticating a sending domain to improve email deliverability and reduce spam. It explains how SPF authorizes sending servers, DKIM adds cryptographic signatures for message integrity, and DMARC enforces alignment with the visible From address and specifies policies for handling unauthenticated mail. The guide emphasizes correctly publishing DNS records, verifying them, and monitoring DMARC reports before enforcing strict policies, with practical advice on common pitfalls and validation methods.

https://mailfully.com/blog/spf-dkim-dmarc-setup

AI Won’t Replace CIOs. It Will Expose the Ones Who Can’t Lead People

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AI is automating much of the technical work previously handled by CIOs, exposing deficiencies in people leadership rather than replacing these executives. Senior IT leaders face increased expectations to manage complex interpersonal challenges—such as difficult conversations and resource negotiations—that AI cannot resolve, highlighting the need for stronger emotional intelligence and communication skills in technology leadership roles. Those CIOs who develop and embrace these people-focused capabilities will be better positioned to succeed in the AI-augmented workplace.

https://www.cio.com/article/4229000/ai-wont-replace-cios-it-will-expose-the-ones-who-cant-lead-people.html

Top Soft Skills for CIOs, and How to Get Them

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Modern CIOs must develop key soft skills—such as storytelling, stakeholder management, emotional intelligence, negotiation, change leadership, conflict navigation, and adaptability—to effectively lead beyond technical expertise. These skills enable CIOs to communicate complex ideas, align diverse organizational priorities, manage resistance to change, and drive adoption of technology initiatives, with practical experience and deliberate practice being essential for mastery.

https://www.techtarget.com/it-strategy/tip/Top-soft-skills-for-CIOs-and-how-to-get-them

If AI Makes the Decision, Who Owns the Consequence?

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As AI increasingly shapes operational decisions rather than merely assisting tasks, organizations face a governance challenge in clearly defining who holds authority and accountability for AI-driven outcomes. Boards should focus on identifying material AI-supported decisions, mapping who can authorize, oversee, and accept consequences for these decisions, and demanding evidence that authority boundaries are respected and exceptions managed. Effective AI governance requires moving beyond inventories toward accountability frameworks that trace decision authority and ensure humans remain responsible for consequences.

https://www.cio.com/article/4226780/if-ai-makes-the-decision-who-owns-the-consequence.html

September AMA: I’m a CISO Who’s Built Many Security Teams. I Want to Help You Level up Your Career. Ask Me Anything.

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CISO Series hosts a September AMA featuring experienced cybersecurity leaders who have built and led multiple security teams, offering advice on career growth, leadership, hiring, and team management within the security field. The panel includes CISOs and security directors from diverse organizations and covers topics such as AI security, cloud security, risk management, and security culture. Participants engage with the community over a week-long event on Reddit to answer questions and share insights relevant to advancing careers in cybersecurity.

https://cisoseries.com/september-ama-im-a-ciso-whos-built-many-security-teams-i-want-to-help-you-level-up-your-career-ask-me-anything/

EY Global Vice Chair: AI’s Biggest Paradox Comes Down to What AI Can’t Do

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EY Global Vice Chair Julie Teigland emphasizes that while AI excels at repetitive tasks and data processing, it cannot replace essential human judgment required to set goals, interpret context, and make decisions. She highlights that companies miss out on significant AI productivity gains due to gaps in talent development, particularly in cultivating AI fluency as a leadership skill that integrates technical operation with critical evaluation. Teigland advocates for collaborative approaches across organizations and ecosystems to efficiently scale AI technology without reinventing solutions, citing EY’s work with partners that improved operational performance and speed.

https://fortune.com/2026/09/27/ai-fluency-human-judgment-leadership/

Why This CIO Won’t Let an AI Agent Take the Blame

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Brigitte Larivière, CIO at Bombardier, emphasizes human accountability in automation by requiring a named person responsible for each AI agent deployed, ensuring clear ownership and measurement of outcomes. She prioritizes automating IT tasks—aiming for 80% automation of outsourced infrastructure work by 2027—while maintaining on-site support to directly assist manufacturing workers and fostering controlled citizen development with approved tools. Larivière also highlights cybersecurity as a critical concern amid rapid technological changes, focusing on transparency and risk management as automation and AI adoption accelerate.

https://www.digitaljournal.com/article/why-this-cio-wont-let-an-ai-agent-take-the-blame/

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