Peter Sondergaard presents the strategic case for AI governance as a board-level fiduciary discipline, drawing on the cost, regulatory, and organizational failures already occurring in 2026. Covers: the scale problem (token growth, shadow AI, agentic systems); the maturity model (where most enterprises actually sit and what it costs to stay there); and the See It / Spot It / Steer It operating framework for governance that works in real time, not quarterly.

Challenges and Solutions for AI Governance. Moderated Q&A with Peter Sondergaard and a panel of peers. Structured around the questions governance leaders are actually wrestling with:

• What is your current approach to AI Governance?
• How will the expected ROI of AI implementations impact your approach to AI Governance?
• What has happened and will happen to organizational structures, roles, and responsibilities?
• How are you implementing AI governance technically?

A short pause between sessions to stretch, check in, or grab a coffee.

A seated lunch on-site, with time to continue the morning’s conversations.

Facilitated group discussion. Participants benchmark their own organization using the five-stage governance maturity model from the session pre-read. Where are we today — Invisible, Reactive, Structured, Operational, or Embedded?

What is the single biggest barrier to moving to the next stage? Group shares findings; Peter Sondergaard provides real-time commentary and prioritization guidance.

The core working session. Participants work in small groups organized by governance challenge (accountability structures, cost visibility, shadow AI, regulatory exposure, measurement).

Each group uses a structured canvas to map: current state, highest-priority gap, the one owner who needs to be named, and three concrete actions achievable in 90 days. Groups present back; Peter Sondergaard and Kunal Mehta provide synthesis and challenge.

Full group reconvenes. Each participant commits to their top three 90-day priorities on paper. Discussion of common patterns across the room — what the group collectively needs to watch, escalate, or decide. Peter Sondergaard offers closing strategic perspective: what separates the organizations that will have solved this by 2027 from the ones that will still be reacting.

Closing from Kunal Mehta. Logistics for post-session materials, the 90-day priority summary document, and follow-on engagement options.

An informal close to the day, with drinks and conversation among attendees.