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AI Roles and Responsibilities: Governing Body, Stakeholders, and the AI Charter
This episode of the ISACA Advanced in AI Security Management (AAISM) exam prep series tackles the question every AI project lives or dies on: who does what? It maps the broad families of AI roles, looks at the special duties of the governing body, and introduces the practical tools used to align stakeholders around any AI initiative. The goal is to give you the lens to read any AI project and immediately see where accountability sits and where it is missing.
What this episode covers
- Why AI governance is a team sport and how roles scale with the size and adoption model of the organization.
- The four families of AI roles — leadership and strategy, development and operations, users and support, and governance and oversight.
- The governing body’s unique duty of accountability that cannot be delegated, and the danger of anthropomorphizing AI.
- Stakeholder mapping across internal and external circles, through map, prioritize, engage, embed ethics, and monitor.
- The AI charter as the formal scope, objectives, governance, timeline, risk, metric, and sign-off document.
- The AI steering committee — its cross-functional membership, cadence, and role in big calls.
- The provider vs. deployer distinction under the EU AI Act and why it determines responsibilities.
Watch the full episode above for the worked examples and detailed explanations of each concept.
Frequently Asked Questions
What are the four families of AI roles in an organization?
The four families are leadership and strategy, development and operations, users and their support, and governance and oversight. Leadership sets direction through executives, the chief AI officer, and the steering committee. Development and operations build and maintain solutions. Users plus HR and customer service support them. Governance and oversight includes the governance committee, risk management, information security, privacy, and internal audit.
What is the role of the governing body in AI governance?
The governing body sets goals beyond money to include culture, values, and ethics, and is accountable for everything the organization does — accountability that cannot be handed off. It decides whether a use of AI fits the organization’s risk appetite, stays informed about possibilities and dangers, avoids anthropomorphizing the AI, and regularly reviews management, supervision, evaluation, reporting, and oversight of change.
What does an AI charter include?
An AI charter names and describes the initiative, sets specific measurable objectives, defines what is in and out of scope, identifies internal and external stakeholders, lays out the governance structure and reporting lines, sets a timeline with milestones, outlines resources and budget, records main risks and mitigations, defines success metrics like ROI and accuracy, and captures formal sign-off through signatures.
What is an AI steering committee and who sits on it?
The AI steering committee is a cross-functional group that keeps AI initiatives aligned with organizational goals, makes big calls on budget, scope, risks, and ethics, and reviews policies on AI use, data handling, and bias. A typical committee is chaired by a senior leader such as the CIO, CTO, or CDO and includes project sponsors, domain experts, technical experts, and compliance officers, meeting monthly or quarterly.
What is the difference between an AI provider and an AI deployer?
Under the European Union AI Act, a provider is any person or entity that develops an AI solution or model and puts it on the market, whether for free or for a fee. A deployer is any person or entity that uses an AI system in a professional capacity. The same organization can be both. The distinction matters because providers and deployers carry very different responsibilities under the shared responsibility model.
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Reference: This article is based on concepts discussed in AI Roles & Responsibilities.