The main question of the discussion is what happens to an AI solution after a successful pilot. When moving from an individual case to a full‑fledged product and then to a system, the requirements for economy, reliability, security, and responsibility change.

Participants will examine the key points where the fate of an AI project is most often decided: from selecting the real client and scaling a successful solution to the high cost of errors, new cybersecurity risks, infrastructure costs, and liability for decisions made by autonomous systems.

Artificial intelligence is becoming not just a separate technological field, but a new layer of company management. It changes processes, roles, solution architecture, and the requirements for business efficiency.

However, in many organizations, responsibility for AI is still distributed among CIOs, CTOs, CDOs, digital teams, business functions, and separate competence centers. As a result, a key management question arises: does the company need an independent head for artificial intelligence – a Chief AI Officer – and what outcome should they be responsible for?

During the panel discussion, leaders of technology and business functions will discuss how the new role of an AI leader is being shaped, what its organizational mandate should be, and where the boundaries of responsibility lie between the CAIO, CIO, CTO, CDO, and business leaders.