Angel Viña, PhD, is the Founder & CEO of Denodo Technologies, overseeing the company’s vision, corporate strategy and worldwide expansion.
Mark Zuckerberg’s “move fast and break things” motto of the late aughts has persisted as an unofficial compass for many companies in the technology sector. But as we transition into the era of agentic AI—where autonomous systems move beyond simple recommendations to executing complex business logic—I believe that mindset could become a liability. In today’s market, if you break “things,” you’re not just breaking code; you’re potentially breaking the foundational trust of your customers, employees and shareholders.
Throughout my tenure leading a technology company, I have witnessed multiple waves of digital transformation. In each, there is a recurring tendency for top executives to categorize emerging innovations as sets of technical challenges that need to be handled by the Chief Intelligence Officer (CIO).
But AI is a different animal. Because AI models have “black box” elements that ingest and output data based on probabilistic logic rather than deterministic rules, the ethical guardrails surrounding them cannot be solely relegated to the server room. To shield brand reputation and secure long-term value, CEOs are also needing to embrace the responsibilities of a Chief Governance Officer (CGO).
Unfortunately, there is a stark divide between the rapid pace of AI implementation and the level of public faith in these systems. Research from the 2025 Edelman Trust Barometer shows that fewer than half of those surveyed actually feel comfortable with AI usage in companies. This skepticism, which stems from a lack of trust, is a barrier for any leader aiming to scale through automation.
However, that is precisely our mandate: To improve trust and thereby fulfill the important promises of AI.
Why AI Ethics Is Now A Boardroom Priority
When an algorithm displays prejudice—whether in recruitment, financing or support services—the public does not fault the engineer who built the model. They hold the brand and its leadership accountable. The danger of a “hallucination” or a skewed result is now a direct threat to corporate stability.
Because of this, boards are beginning to view AI oversight with the same scrutiny traditionally reserved for financial reporting. However, there’s a significant disconnect between usage and formal control. While roughly four out of five global firms have adopted AI, a recent analysis of over 3,000 American corporations found that only 8% have officially documented board-level supervision of their AI programs.
I believe that as CEOs, we must close this gap. We cannot wait for directors to pose the right questions; we must proactively build the structure that keeps every project aligned with ethical standards.
The Pitfalls Of Delegation
For CEOs, it can be risky to hand off all responsibilities for AI ethics to a subordinate. The technology is dense and the landscape shifts weekly, so AI ethics are certainly tempting to delegate. However, I’ve found that doing so can create a “governance vacuum,” in which multiple parties believe the other has the ball.
Data confirms that the lack of direct executive involvement can carry a financial penalty. McKinsey observes that while nearly every modern firm utilizes AI, only 28% have a CEO who maintains personal oversight of its governance. Yet in my experience, this specific leadership trait can be a strong predictor of whether a company actually sees a significant return on its AI investment.
When a CEO takes charge, they can actively help ensure that their company’s AI implementation evolves from an uncertain experiment into a disciplined corporate asset. By leaning into this duty, you can not only lower risk but also craft a competitive edge.
The Three Pillars Of Ethical Oversight
When it comes to guiding an organization’s AI governance effectively, there are three critical areas to focus on:
1. A Culture Of Ownership: Cultivate an environment in which integrity is prioritized over deployment speed. For example, empower your staff to pause AI rollouts if they detect ethical red flags or data inconsistencies.
2. Data Integrity As A Foundation: Algorithmic bias is rarely intentional; it is usually the byproduct of unrefined or non-representative data. I have seen in my own work how fragmented information can create blind spots. Insist on a logical data management strategy that establishes a single data-access layer above your company’s myriad data sources, so AI can only draw from verified, high-quality and traceable origins.
3. Total Explainability: I’ve found that genuine trust requires an “open box” approach. Stakeholders should be able to understand the reasoning behind automated outcomes. Use explainable AI (XAI) techniques to move away from opaque systems and toward frameworks where every decision can be traced back to its underlying data source.
Actionable Guidance For Executive Leadership
For CEOs ready to take ownership of their AI strategy, I recommend this four-step roadmap:
1. Establish an interdisciplinary ethics board. Move beyond just IT. Include voices from Legal, HR and Marketing, and provide this group with a direct line to your office.
2. Audit the information pipeline. Trustworthy AI is impossible without reliable data. Require lineage reports for high-impact models. If the data’s origin is unknown, the model should not be deployed.
3. Define non-negotiable boundaries. Clearly document what your firm will not do with AI. Whether it’s a ban on specific biometric uses or a requirement for human intervention in sensitive decisions, these limits help protect the brand’s future.
4. Focus on long-term viability. Continually and regularly re-evaluate your company’s position on AI ethics and trust. Assess any lapses, make remediation plans, implement these plans and re-evaluate. Make AI ethics a permanent, long-term discipline rather than a “quick hit.”
Leading With Purpose
History will judge today’s CEOs by the integrity and resilience of the systems they built. The underlying technology evolves daily, but the core tenets of leadership are immutable. By refusing to delegate away all of the moral oversight of these systems, CEOs can shield their organizations and help keep the digital revolution human-centric and fundamentally reliable.
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