Share this article:
A lot of teams are asking the same thing right now: Do we need an AI council?
You’re not alone if that question’s been circling. The deeper question is usually some version of: What does it actually do? Who should be on it? And is this just going to become another well-intentioned committee that sounds good on paper but burns out in practice?
There is real tension between innovation and governance as companies operationalize AI. Here’s how we’ve been thinking through it: practical, cross-functional, and built to serve the org—not stall it.
1. Start With the Why
An AI council isn’t about bureaucracy. It’s about helping your company make smarter, safer, and more strategic decisions about how AI gets used. Not just in IT. Not just in ops. But across marketing, customer experience, HR—anywhere AI tools could impact people, processes, or outcomes.
You’ll need clear guardrails to do that responsibly. Deloitte’s 2024 Generative AI Survey shows compliance is now the top barrier to AI scaling, cited by 38 % of leaders.
That’s not a call for tighter control—it’s a reminder that alignment matters. A council isn’t there to micromanage tools or block experimentation. It’s there to spot risks early, help teams coordinate, and set consistent standards that actually support innovation.
2. Cross-Functional by Design
If your AI council is just legal and IT, it’s too narrow.
Pull in creative. Pull in ops. Pull in HR, trust and safety, even frontline folks who’ll feel AI’s impact first. McKinsey (2024) reports that “The value of AI comes from rewiring how companies run, and the latest survey shows that, out of 25 attributes tested for organizations of all sizes, the redesign of workflows has the biggest effect on an organization’s ability to see EBIT impact from its use of gen AI.”
Broader representation helps you surface blind spots early and keeps tools from being siloed or poorly adopted as you adapt your workflows. When someone from your world is at the table, you’re more likely to trust the process—and engage with it.
3. Give It Structure That Works
Start with a charter. Define the council’s purpose, authority, and how it connects to the broader org. Without that, it’s just another standing meeting on the calendar.
Split the work if you need to. One sub-group might handle risk and compliance. Another might help pilot new tools. But don’t let the council drift into abstraction—tie its work to real projects. Make it clear how this supports innovation, reduces risk, and helps the business move forward.
4. Create Real Feedback Loops
The council can’t operate in a vacuum. Set quarterly or bi‑monthly check-ins with execs. Encourage members to regularly bring back insights from their teams—and share council takeaways in return.
This isn’t about “updates.” It’s about keeping communication two‑way and making sure the council isn’t treated like a side project. AI evolves quickly. Understanding how workflows are adapting accordingly is a critical step to strong integration.
5. Track the Right Outcomes
Don’t measure the council’s existence. Measure what it enables.
Are pilots scaling? Are teams saving time, reducing manual tasks, increasing output quality? What’s happening to risk incidents? Brand trust? Adoption curves?
A 2024 developed‑markets survey found that just 1 % of executives describe their generative‑AI roll‑outs as “mature,” despite record spend. That’s your cue to start measuring now. Track implementation KPIs, yes—but also look at the culture. Are people energized? Confused? Cautious? Those signals matter.
6. Start With the Wins
If you’re trying to build support, start small. High-impact, low-risk pilots that align with business goals. Get a few visible wins on the board.
Then, run short retrospectives. Capture lessons, refine the process, and use those insights to shape the next round. The more relevant and specific your examples, the faster people connect the dots—and get on board.
7. Acknowledge the Work
This is real work. Not extra credit.
If you want sharp, cross-functional folks at the table, make the work sustainable. Budget at least 20 % of each member’s time. Track that in your HRIS. Recognize it in performance reviews. Stipends, visibility, growth opportunities—whatever fits your org structure.
Assuming council work happens off the side of someone’s desk? That’s how you lose momentum—and people.
8. Secure Executive Buy‑In
If leadership sees this as overhead, it’s already a nonstarter.
Deloitte’s 2024 global board survey shows 45 % of directors say AI has never appeared on their board agenda, and only 2 % say their boards are highly knowledgeable about AI. That’s a big gap.
Frame the council as an enabler. A bridge. A way to help teams understand what’s possible, what’s risky, and what’s worth investing in. Integrated into your strategy conversations—not siloed off in the innovation corner—it becomes a huge asset.
Next Step
Thinking about forming a council—or reshaping one that’s already in motion? Start with purpose. Get clear on scope, structure, and where the council fits in your broader strategy. If it’s not driving smarter decisions and better outcomes, it’s time to change the model.
Want a sample charter or council structure built to your company’s needs? Let’s talk. Contact us for a free pre-consultation call below.
References:
- Deloitte. Successful AI Oversight May Require More Engagement in the Boardroom. Deloitte Insights, 2024.
- Deloitte. State of Generative AI in the Enterprise, Q4 2024. Deloitte CE Consulting, 2024.
- McKinsey & Company. The State of AI: How Organizations Are Rewiring to Capture Value. October 2024.
