Ross Barnes

And that steadfastness to refusal to move is just frustrating.

And what smart people will do is they will work around these people.

They will build tools that not replace them, but remove the unique ability, and it's not just legal, but that team, because the business has to reroute, it has to flow.

And whether that's different people or whether that's a different process is important.

Is is what to decide and that's most of my so most of my training and enablement isn't really about showing people what Claude is is about the organizational design to let the adoption and the implementation flow through the business from people point of view.

Yeah, exactly.

Except you don't need to be an expert, but you need to let people be experts and let them affect all areas of the business because the use cases are everywhere.

I mean, it's really interesting, isn't it?

I think because people are thinking about AI as the technology rather than the enabler, it generally does tend to fit there.

And I think what's interesting is the tension around risk because the command and control

that used to work in technology stacks for enterprise solutions does not exist for AI.

If you as an IT team wants to insist or lock down or restrict usage to certain tools to your marketing team, your marketing team has other options.

There is no barrier to entry.

So actually the risk...

may not be unfettered access to other people.

That risk is, that is going to happen.

And the amount of shadow AI that exists within organizations is terrifying.

And that's because you're trying to restrict

Yeah, in which world do you live?

And that, again, is that that's the spectrum of not only an organizational spectrum between AI usage.