AI agents are moving from assisting people to performing real work. So where should human judgement still sit, and when should the human get out of the way?

In this episode, I look at BNY’s digital employees, Kantar’s 15,000 agents, recent Bank of England discussions, and perspectives from Andy Doyle and Michael Saylor to explore a harder question: what happens when AI becomes better at parts of the decision than the human overseeing it?

I also give you six questions you can use to test one AI-supported decision in your own organisation.

I’m currently running 10-day AI Decision Authority Reviews for organisations in complex and regulated environments.

One decision. Ten days.

You can read the full commentary and find out more about my work here:
https://bessobarotimi.com/ai-autonomy-the-ai-has-a-manager-now-what/

A human can still be in the loop, be named as accountable, but what are they actually allowed to do when a real decision is being made?

The Bank of England and FCA found that only 2% of reported AI use cases were fully autonomous, while 84% of firms had someone accountable for their AI approach. Yet questions around accountability remain.

In this commentary, I look beyond what AI governance says on paper to what happens in practice when someone needs to question an AI recommendation, exercise their judgement or intervene.

Because it can be surprisingly easy to overestimate how much human judgement and authority is really being exercised.

And sometimes, that can even look like progress.

Who can actually stop the AI?

-Read the transcript and explore the research:https://bessobarotimi.com/the-missing-anchor-in-ai-governance/

-Take part in the AI Decision Authority Study:
https://bessobarotimi.com/ai-decision-authority-study/

What happens when someone remains formally responsible for a decision but gradually becomes less able to challenge the technology influencing it?

In this episode of The Decision Environment, I explore internal authority in AI decision-making: a person’s ability to trust and exercise their own judgement within the boundaries of their role, particularly when an AI recommendation appears confident, objective or institutionally preferred.

I examine how human judgement can slowly be deferred to technology, why written authority may weaken in practice, and what this means for decision-making in complex organisations.

Organisations often assume that decision authority has been established because responsibilities, approval routes and accountability structures have been documented.

AI implementation exposes the limits of that assumption.

When an AI recommendation is challenged, new evidence emerges or professional judgement points in another direction, the real question is not simply whether a human remains involved. It is whether that person has the practical authority to change the course of action.

In this episode, Bess Obarotimi explores:

• Why governance artefacts cannot secure responsible action on their own
• How AI can become the operational default without being formally authorised
• Why “human in the loop” does not necessarily mean meaningful authority
• How fragmented authority creates delay, escalation and defensive decision-making
• What CROs and COOs need to clarify before accountability becomes detached from decision-making power

Read the full commentary:
https://bessobarotimi.com/decision-authority-beyond-artefacts/

Bess has also created a free practice pack, Introduction to the Decision Environment, for leaders, risk professionals and operational decision-makers who want to examine where decisions become delayed, repeatedly escalated or difficult to own.

To receive a copy, connect with Bess Obarotimi on LinkedIn and send the words “Practice Pack”.

What happens when formal governance structures are in place, but no one fully owns the decision?

In this episode of The Decision Environment, Bess Obarotimi explores the difference between structural governance and existential accountability. The discussion examines how authority, oversight and process shape organisational decisions, while responsibility ultimately remains with the individuals who interpret evidence, exercise judgement and choose whether to act, challenge or remain silent.

For CROs, COOs and senior leaders working in complex decision-making environments, this episode considers why strong frameworks can still produce weak decisions, how responsibility becomes diffused, and why human ownership matters even more as AI becomes embedded in organisational life.

Decision quality is often treated as something that can be improved through better governance, clearer approval routes and stronger accountability structures.

But in complex organisations, the real issue is often harder to codify.

In this voice commentary, Bess Obarotimi explores the human factor inside organisational decision-making: judgement, interpretation, challenge, accountability and the decision environment that shapes how leaders act before a decision is ever formally made.

This episode is for CROs, COOs and senior leaders working in complex decision-making environments where governance frameworks matter, but cannot replace the quality of leadership judgement.

Read the full essay transcript here:
https://bessobarotimi.com/decision-quality/

Most governance discussions focus on formal accountability, compliance and oversight. But what if the quality of organisational decisions depends on something governance cannot directly observe?

In this episode of The Decision Environment, Bess Obarotimi explores Interior Accountability as a Governance Variable—the internal relationship leaders have with responsibility before decisions become visible. The discussion examines why organisations can appear well governed while poor decisions persist, and why leadership judgement, rather than process alone, often determines governance effectiveness.

If you work in governance, risk, operations or executive leadership, this commentary offers a different way of thinking about accountability, decision quality and organisational performance.

In this voice commentary, I explore why organisational success depends on more than simply making good decisions. The strongest organisations are not necessarily those with the best plans, but those whose leaders are willing to challenge assumptions, recognise changing conditions and adapt before their plans become constraints.

I examine the illusion of control in organisational leadership, the risks of rigid adherence to frameworks and strategy, and why learning organisations outperform those that mistake compliance for progress.

Accompanying essay and transcript available at bessobarotimi.com.

In this voice commentary, Bess Obarotimi explores what happens just before people change direction inside complex organisations. The episode looks at the tension, hesitation, weakened assumptions and leadership alignment that often appear before a new direction becomes visible. Written for senior leaders, CROs, COOs and decision-makers, it examines the hidden period before change happens and why leaders must learn to read that moment with discipline.

Many organisations have mature governance frameworks yet still experience delayed decisions, stalled execution and operational friction. This commentary explores governance execution, decision ownership and why effective execution depends not only on frameworks, but on how authority and responsibility operate in practice.