Thinking in AI for Leaders: Deciding, Owning and Steering the AI-Native Company

Handing the AI transformation to the IT department is the most common way to lose it. This book is for the executive who has to own it instead.

Thinking in AI for Leaders is the board member's and chief executive's book: how to name the step your company is really on, ask the business-model question only when the evidence exists, choose which unit goes native first — and only one at a time — name the executive owner and write the charter, fund data before the visible agent, run the never-list workshop that turns thirty-one candidate rules into nine the bank would truly halt for, write a stop rule you can afford, and read the scorecard every month.

Every decision is shown on Cedar Bank, Oakridge Manufacturing and Harbor Securities — the board paper that was renamed, the cohort that failed at 19 per cent exceptions and re-entered three weeks later at 9, the regulator who asked about the list, not the model.

After this book you will be able to:

• Name the adoption step your company is on and refuse the big question until it has evidence
• Use the shutdown test as a strategy tool: the gap between now and target, by date, is the plan
• Choose the first native redesign by business-model gain, and sequence the rest
• Write the executive owner's charter — mandate, authority, limits, time, term
• Run a never-list workshop with two tests, and sign a list with an owner and an enforcement location per rule
• Fund a parallel-running line and write a stop rule before the first cohort
• Read a monthly scorecard and know which number to act on

16 chapters with worked board papers, an owner's charter, a scorecard template and self-tests with answer keys. Book 2 of the Thinking in AI series.

In this series: 1 The Foundations · 2 Thinking in AI for Leaders · 3 Thinking in AI for Managers · 4 Thinking in AI at Work · 5 Thinking in Agents and AI-Native Systems · 6 The AI-Native Casebook.