As Artificial Intelligence becomes increasingly widespread, organizations need to determine how to govern its adoption, allocate roles and responsibilities, and balance control with innovation. This session explores the key challenges at the heart of AI Governance today: from defining organizational structures and coordinating across functions to overseeing AI usage, managing risks, and building a governance model capable of supporting AI adoption at scale.

Artificial intelligence has made information, analysis, strategies, programming, and content accessible to everyone. If anyone can get good answers in a matter of seconds, what still makes a human being valuable?The answer lies in experience, judgment, and the ability to provide direction. Because in complex work, one word keeps coming up: “it depends.” It depends on the context, the people, expectations, resources, and timing. AI can suggest many plausible solutions. Experience helps us understand which one truly makes sense in a given situation. And human value also emerges in the ability to guide someone through times when results are slow to arrive, doubts arise, and cold strategy meets reality.Branding is changing, too: what will matter less and less is what we know, and what will matter more and more is the perspective we have developed, the trust we inspire, and the way we interpret complexity and nurture relationships.

As AI evolves from generating information to executing autonomous actions, AI Harnesses emerge as the critical layer for orchestration, governance, and human oversight. Drawing on Systems Thinking, the keynote explores how AI Harnesses and Tech Diplomacy strengthen Tech Sovereignty, strategic autonomy, and accountability. The central argument is that Decision Authority is the ultimate leverage point determining who controls the rules governing intelligent systems.

AI arrives in our workplaces carrying extraordinary promises: new opportunities, greater productivity, and entirely new ways of working. But it also brings new responsibilities and a powerful wave of human emotions:  Excitement from managers envisioning unprecedented opportunities.; Frustration from IT teams facing skyrocketing expectations after non-technical colleagues vibe-code a prototype in an afternoon: “If I built this in a few hours, why does IT need months?”; Fear from employees wondering whether their skills and jobs will still matter tomorrow; Pride and relief from people discovering how AI can make their work easier, sometimes mixed with anxiety about their own future.  Sounds familiar? So, what can we do about it? These emotions interact, spread across teams, and shape the way organisations embrace AI. Understanding their hidden patterns can reveal valuable signals about our expectations, relationships, and the future of work. In this session, we will explore the emotional architecture of AI transformation and offer a practical gameplan for AI adoption, grounded in research and current best practice, with actionable lessons on how to turn empathy into organisational capability.

AI is transforming what we can do. The next leadership revolution will be defined by what we dare to decide — and what we choose to stand for. We are entering a defining era of artificial intelligence. Autonomous agents, intelligent systems and human expertise are converging, fundamentally reshaping how organizations operate, how decisions are made and how value is created. But beyond the extraordinary capabilities of AI lies a more profound leadership challenge: how do we orchestrate increasingly powerful forms of intelligence while preserving the human qualities that give our decisions meaning? The next AI leadership frontier is not simply about technological acceleration. It is about redefining leadership itself. Drawing on more than 25 years of international experience in technology, transformation and multicultural leadership, Ariadna Grobério explores the emergence of the AI-augmented leader and the changing relationship between intelligence, judgment and responsibility. Inspired by the art of conducting a symphony, this keynote challenges conventional thinking about leadership in an increasingly autonomous world. It examines why empathy, courage, ethical judgment and accountability are not secondary to technological progress, but fundamental to its success. Moving beyond automation and efficiency, the session offers a compelling vision of a future in which human and artificial intelligence work in harmony — guided by purpose, grounded in shared humanity and directed towards meaningful progress. Because technology can amplify intelligence. But only leadership can give it direction, responsibility and purpose.

We have learned to ask AI for better answers. But what happens when AI begins to influence even the questions we are capable of asking? LLMs, search engines, and recommendation systems are becoming a true cognitive infrastructure: they select information, introduce concepts, suggest connections, and help construct the space of possibilities in which our thinking is born. The next leap in skills will therefore not be prompt engineering alone. We will be asked to learn how to preserve our cognitive autonomy: recognizing assumptions, seeking what is missing, comparing alternatives, and formulating questions that the system has not suggested to us. If in cybersecurity we perform hardening of digital infrastructures, in the AI era we will also need to learn how to perform hardening of thought. When answers are infinite, the human value lies in still being able to imagine a different question. And open up new possibilities.

AI’s biggest promise isn’t doing yesterday’s work faster. It’s making new work possible. Drawing on his work across enterprise AI and creator partnerships, Edward Frank Morris shows how different forms of intelligence can be brought together to make that happen. From teaching AI to government teams in Ukraine and working with OpenAI, Perplexity, Ant Group, Alibaba and Tencent, to creating with tools from Runway, ElevenLabs and Fish Audio, he has seen AI play very different roles: colleague, researcher, production team and sometimes a rather enthusiastic intern.  The lesson is that the model is only one part of the system. The real work is deciding what matters, giving each capability the right job, and keeping human judgement in the loop. Because orchestration isn’t about having more AI. It’s about making something possible that wasn’t possible yesterday.

In many organizations, AI is still approached primarily as a tool to optimize existing processes and consequently cost cutting. But what if we are simply making the present more efficient, without adapting our organizations to the future? without understanding that this is a revolution and not an evolution. This talk challenges a fundamental assumption: the real transformation driven by AI is not technological — it is organizational, cultural, and deeply human. As AI reshapes how work gets done, we are witnessing a shift from static roles to fluid capabilities, from predefined tasks to dynamic problem-solving, and from individual contribution to human–AI collaboration. At the same time, the nature of skills is evolving faster than ever, making lifelong learning not a choice, but a core organizational capability. Yet most companies are still structured around models of work, leadership, and learning designed for a different era. This session offers a forward-looking perspective on how work is evolving globally, connecting three critical dimensions: Leadership, as the ability to navigate uncertainty and enable new ways of working Organizational culture, as the real enabler — or blocker — of AI transformation Learning, shifting from episodic training to continuous, embedded development So if we do not change our society AI is going to change us and we will not even understand it. The key question is not how to implement AI in today’s organizations, but whether we are ready to redesign organizations for the age of AI. This talk is for leaders, HR, and decision-makers who want to move beyond efficiency and start rethinking work itself.

We are already immersed in a world where artificial intelligence agents can select, negotiate, and purchase on our behalf. But what does buying really mean for a human being? Even the most mundane purchase can be an act through which we assert our identity, exercise our autonomy, and impact the world around us. I buy, I provide, I resolve. Reflecting on agentic commerce therefore means exploring something that goes far beyond retail: the boundaries of collaboration between humans and artificial intelligence. Where does the technological limit end, and where does the boundary tied to our identity begin? Will we truly be ready, in the name of convenience, to hand over our identity-defining functions to technology? Agentic Commerce thus becomes a testing ground for understanding not only the sustainability of the AI business model and the future of shopping and marketing, but also how our overall relationship between humans and technology will evolve.