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Not because nobody has an answer - because there are too many, and they contradict each other. The build team points to the business sponsor. The sponsor points to the risk committee. The risk committee has minutes, but no decision.
Enterprise AI rarely fails on the technology. It fails on the questions nobody asked in the room: who decided this, on what basis, and who is watching it now?
This is not another book about AI. It is the operating manual for the executive who has to sign off on AI systems and then defend that decision - to a board, to a regulator, or to a customer harmed by something nobody quite owned.
What it covers
Built to be used, not just read
143 Field Kit tools ship inside the chapters - decision-rights maps, go/no-go gates, review templates, the questions a board should be asking. Each sits next to the reasoning that produced it, because a tool separated from its argument becomes a form somebody fills in.
The cases are composites drawn from regulated environments; no organisation is named. And the book makes no prediction about where regulation lands. It teaches the operating system underneath - the part that still holds when the rules move.
Who it is for
Executives accountable for AI decisions, board directors, risk and compliance leaders, and the technology leaders who have to work with them. There is no code in it. It is about decision rights, accountability and risk.
If your organisation cannot say who approved each production model, who is watching it for drift, and what happens when one fails quietly - start here.
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