AI in the Org Chart is a book about what happens to organizations when AI systems enter real work — and what leaders must do to keep judgment, accountability, and trust from quietly draining out of the enterprise.

It is not a technology book. It is not a compliance manual. It is a book for the people who answer for the outcome — boards, CEOs, general counsels, CHROs, chief risk officers, and the functional leaders whose signatures now sit next to decisions their AI systems shaped.

What the book argues

When an AI system enters a workflow, nobody redraws the org chart. Titles stay. Reporting lines stay. Policies stay. But the work has changed. A new actor has entered the sequence. Consequence keeps flowing to people, while judgment quietly moves to systems that cannot own what the motion means.

The book proposes that leaders draw a Second Map — the working diagram of who actually decides now — and name the roles the visible chart never captured: the model, the translator, the trusting party, and the Human Point of Consequence who carries the meaning of the result.

How the book is organized

The book moves through five parts and an epilogue. It is structured story-first: every concept arrives inside a real decision — an assembly line in South Carolina, a bereavement chatbot at an airline, a shortlist at an executive-search firm — before it becomes a rule.

  • Part I — The Work Has Already Moved
  • Part II — The New Abdication
  • Part III — The Second Map of Work
  • Part IV — Govern What AI Changes in Humans
  • Part V — The Human Point of Consequence
  • Epilogue — Redesign Work Before Work Redesigns You

See the full table of contents →

Who it's for

Written for boards installing AI oversight, CEOs implementing AI at the enterprise level, and functional leaders who now own AI-shaped decisions inside their function. Advisors, consultants, and educators working with these leaders will find a shared vocabulary they can carry from engagement to engagement.

Read the prologue →