AI rarely enters an organization all at once. It shows up in pieces — an assistant here, an agent there, a new capability quietly switched on inside a familiar platform.
For business leaders, this often feels positive — like catching tailwinds that will push the business forward.
For IT and security leaders, it feels like pressure.
Both reactions are signals with merit. Across organizations, we’re seeing the same dynamic repeat: executives want to move quickly to capture efficiency and insight, while IT teams are working behind the scenes to ensure those gains don’t come at the expense of trust, resilience, or control. The last thing anyone wants is AI interacting with sensitive information, such as customer data, financial records, or intellectual property, outside of clearly defined guardrails. Because as organizations expand their use of GenAI and agents (IDC predicts 1.3 billion AI agents will be in circulation by 2028), the risk profile expands, too. What begins as a productivity gain can quietly introduce shadow AI, inconsistent controls, and widening blind spots across the attack surface.
That’s why the most important question isn’t how fast can we adopt AI? It’s have we planned for the risks, and are we truly ready to scale?
The organizations making the most progress with AI aren’t doing so by banning employees from using it at work. They’re succeeding by embracing a top-down shift in mindset — aligning leaders, teams, and technology around a shared understanding of how humans and AI should work together.
At its core, this mindset is simple: AI should support people, not replace them. Used well, agents can reduce cognitive load, handle repetitive work, and give teams more time to focus on higher-value initiatives. But that only works when responsibilities are clearly defined and guardrails are in place to protect people and data.
Consider what kinds of tasks can safely be delegated to AI:
But tasks should be selectively automated. And not every decision should happen at machine speed.
When the stakes are high, people — not algorithms — need to stay in the driver’s seat, weighing context, understanding tradeoffs, and making the final call. For IT and security teams, this means reinforcing those boundaries with practical controls, so AI only accesses the data it needs and is allowed to “see”, operates within defined limits, and acts with appropriate oversight.
So, where should one begin when preparing for AI? We recommend moving through the following three stages of AI readiness.
Governance is where readiness begins. It achieves crucial organizational support and provides structure for how AI is introduced and used across the organization.
In practical terms, governance answers foundational questions such as:
Effective governance is achieved by aligning leadership priorities with clear policies, decision-making frameworks, and oversight mechanisms. This sets the stage for the next step: ensuring the underlying environment can support AI safely and at scale.
Technical enablement focuses on whether the systems, identities, and security controls already in place can support AI responsibly as usage expands. Many organizations discover that while AI capabilities are readily available within their platforms, the surrounding controls haven’t been evaluated through an AI (or security) lens.
Technical enablement asks questions like:
Once the right controls are in place, the final step is ensuring the data that AI relies on is protected at the source.
The impact, including potential risk, of AI always comes back to data. As AI systems interact with information inside an organization, data-centric controls help ensure that access, use, and sharing are governed according to the sensitivity of the data and its intended purpose. This approach shifts the focus from securing individual tools to protecting the data itself, wherever it resides.
To secure data at the source, you’ll want to address questions like:
Data-centric controls make it possible to adopt AI without undermining trust, compliance, or security.
Once this foundation is established, you can concentrate on identifying where AI will create the most significant value and how to transition from being prepared to achieving impactful results.
Once your environment and data are ready for AI, there’s one final consideration that determines whether those investments actually pay off: choosing the right use cases — and rolling them out with intention.
Strong use cases share a few common traits:
Across industries, early use cases tend to focus on removing friction rather than reinventing workflows. In security and IT operations, that might mean summarizing alerts, enriching incidents with additional context, or triaging routine activity so human teams can focus where judgment matters most. In regulated industries like healthcare, manufacturing, and financial services, early wins often come from reducing administrative burden, improving visibility, or accelerating review-heavy processes. Whatever use case you choose, the goal is the same: ensure it serves a clear purpose and can be rolled out responsibly, with the right guardrails in place to provide oversight and control.
Read the eBook on preparing for the age of AI for deeper insights and practical guidance.
Learn more about Avertium’s AI readiness services.