AI leaders must take a tight grip on regulatory, geopolitical, and interpersonal concerns

My podcast co-host Ray Wang, CEO of Constellation Research, and I are approaching our tenth year of doing our weekly podcast. In a milestone 400th episode of DisrupTV, Ray and I had the privilege of hosting three exceptional thought leaders to discuss the transformative impact of artificial intelligence (AI) and essential leadership strategies for today's digital landscape.

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Our distinguished panel included Lord Tim Clement-Jones, a member of the UK House of Lords and co-chair of the UK's All-Party Parliamentary Group on AI; Dr. David Bray, CEO/principal at LeadDoAdapt Ventures, Inc. and distinguished chair of the Accelerator at the nonpartisan Henry L. Stimson Center; and Melody Wilding, professor of human behavior at Hunter College and author of 'Managing Up: How to Get What You Need from People in Charge.'

With AI reshaping business and society at unprecedented speed, our guests offered invaluable insights for executives navigating this complex digital terrain.

Navigating AI regulation and governance

Lord Tim Clement-Jones, speaking from London, focused on how businesses can adapt to the incoming wave of AI regulation. "Corporates need to understand what kind of governance processes they should put into play," he explained. As AI regulation evolves globally, organizations must develop proactive compliance strategies rather than reactive ones.

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His expertise in digital policy and online harm provides a unique perspective on balancing innovation with responsible AI deployment. For C-suite executives, his message was clear: establishing robust AI governance frameworks now will position companies advantageously as the regulatory landscape matures. Key recommendations included:

1. Implement AI governance now: Do not wait for regulations to finalize. CEOs should establish governance frameworks that align with existing corporate values. Treat AI regulation like other familiar domains, such as data protection, making it a standard business consideration rather than a novel challenge.
2. Conduct cross-border regulatory mapping: Tech leaders should create a comprehensive map of emerging AI regulations across key markets, focusing on differences between the UK, EU, and other regional approaches. Leaders should use this map to develop adaptable compliance strategies that can flex as regulations evolve.
3. Integrate AI ethics into business strategy: CEOs should embed ethical AI considerations directly into corporate strategy rather than treating them as separate compliance issues. This integration will ensure AI deployment aligns with regulatory requirements and organizational values, creating a competitive advantage through responsible innovation.

The global-local AI balancing act

Dr. David Bray has long advocated for people-centered approaches to technology, including his work with internet co-originator Vint Cerf and the People-Centered Internet coalition. Bray and Wang were ahead of the AI curve, co-authoring an MIT Sloan Management Review piece on people-centered approaches to AI and deep learning in 2019.

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Named by Business Insider as one of the top 24 Americans changing the world under 40, Bray emphasized the interconnected nature of AI deployment across national boundaries. His insights highlighted how technology leaders must consider both domestic and international implications of their leadership and tech strategies. Key recommendations included:

1. Co-create AI solutions with your people: CEOs, CTOs, and CIOs must shift from top-down AI implementation to collaborative development. Bray said: "Involving people in the process of doing AI means that everybody's a problem solver as opposed to just a few." This participatory approach not only preserves human agency but also uncovers innovative applications that executives wouldn't discover in isolation. Leaders should establish formal mechanisms for employees at all levels to contribute to AI strategy, implementation, and refinement.
2. Match AI flavors to business needs: Boards need directors with expertise in both fundamental technologies and the broader organizational and global implications of tech. Bray noted: "When we talk about AI, there are many different flavors of AI." He emphasized that leaders must identify their business needs before selecting the appropriate technology. Bray said: "Computer vision is deterministic, repeatable, and reliable. Generative AI (Gen AI) is non-deterministic and can have creativity as its strength. There's also Bayesian-based methods that are much more deterministic and explainable." Corporate boards should include experts who understand these distinctions and can guide strategic decisions based on business requirements rather than technological hype or fears.
3. Develop scenario-based response plans: Tech leaders should create specific action plans for different regulatory scenarios across key markets. These plans should include technical, operational, and communication strategies that can be rapidly deployed as regulatory landscapes shift. Bray said Gen AI and cybersecurity require "red-teaming" approaches, with leaders focused on how Gen AI might be exploited as a cybersecurity risk rather than waiting for vulnerabilities to be exposed.

Building influence across organizations

Melody Wilding brought a crucial human dimension to the discussion. Her latest book offers timely guidance as AI transforms workplace dynamics and leadership structures.

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"We're going to be talking about some strategies to build your influence, get respect, and recognition from those above you," Wilding explained from her location in Northern New Jersey. Her background as a therapist and emotions researcher informs her evidence-based approach to professional development. Key recommendations included:

1. Map your power ecosystem: To effectively manage up, Wilding recommends conducting a strategic "power mapping" exercise. "This is a way to figure out who, beyond your main stakeholder, do you need to be aligning with and building relationships with," she explained. Leaders should identify stakeholders who are both "high influence and high interest in your work", specifically those with decision-making power who are also invested in your initiatives. This targeted approach helps prioritize relationship-building efforts where they'll have the most impact, especially when advocating for AI initiatives to senior leadership.
2. Align your metrics with leadership priorities: When managing up, ensure your success metrics match senior leaders' values. Wilding emphasized avoiding "vanity metrics" when discussing results with executives. Instead, focus on measurements that directly connect to organizational priorities and business outcomes. This alignment will demonstrate an understanding of leadership's perspective and position your work as directly contributing to strategic goals.
3. Build cross-functional alliances: Wilding's approach to managing up extends beyond direct reporting relationships to include peer advocacy. She recommended regularly attending meetings of adjacent departments to learn their priorities and challenges. This cross-functional engagement creates allies who can advocate for your initiatives when you're not in the room.

Leadership lessons for the AI Age

The intersection of these three perspectives -- regulatory, geopolitical, and interpersonal -- creates a comprehensive framework for technology leaders:

1. Proactive governance: As Clement-Jones emphasized, waiting for regulations to solidify before establishing AI governance frameworks puts organizations at a disadvantage. Forward-thinking leaders are already implementing ethical AI principles and governance structures. "This is a business decision," he noted, "this isn't something kind of new and strange that's arriving. We're used to dealing with regulations in business, in data protection, in environmental safety, and all that kind of thing."
2. Democratize AI problem-solving: Bray advocated for a fundamentally collaborative approach to AI implementation across global and local contexts. "Involving people in the process as to where we apply AI means that now everybody's a problem solver," he emphasized. This bottom-up approach yields innovations that top-down implementation would miss: "You're going to learn things and find things that if you try to do it solely by yourself, you'd never discover."
3. Manage up and your peers, too: Wilding's approach suggested that effective leadership in the AI era requires managing relationships not just up the chain of command but across the entire organizational ecosystem. "We need to make sure that we're all rowing in the same direction," she noted. Her power mapping technique helps leaders identify key stakeholders beyond direct reporting lines, ensuring alignment across departments and functions, essential for navigating the complex organizational dynamics of AI implementation.

As we celebrated our 400th episode milestone, the conversation with these thought leaders reinforced DisrupTV's commitment to bringing together policymakers, best-selling authors, and CEOs who are "helping us improve society and advance society forward in a meaningful way."

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For executives navigating the AI revolution, the combined wisdom of Lord Tim Clement-Jones, Dr. David Bray, and Melody Wilding offered a valuable roadmap, balancing geopolitical considerations, global awareness, and boundary-spanning leadership to harness AI's potential while mitigating its risks.

This article was co-authored by Dr. David Bray, principal and CEO at LeadDoAdapt (LDA) Ventures, chair of the Accelerator, and distinguished fellow at the Stimson Center.

Artificial Intelligence