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Article link: https://open.substack.com/pub/johanos... The article argues that 2026 marks the shift from “AI pilots” to operational dependence. Instead of experimentation and demo-driven adoption, AI is increasingly embedded into routine workflows, which means errors, bias, security leaks, or poor decisions don’t just happen — they scale. Using the Council on Foreign Relations framing that 2026 could be decisive for AI, the piece stresses that the real story is no longer about flashy capability, but about whether organisations can run AI reliably in the real world without breaking trust, triggering compliance issues, or creating operational failures. It then makes the case that operational AI is primarily a management challenge, not a technology one. The hardest work is establishing ownership, visibility, guardrails, monitoring, and clear procedures for when systems fail. Organisations that treat AI as a “feature” rather than a governed system will struggle, especially as vendor updates, new capabilities, and informal staff usage create untracked risk. The takeaway is practical: leaders must treat AI like critical infrastructure by building an AI inventory, assigning accountable owners, implementing workable controls and auditability, and developing employee judgement around when to use AI and how to verify outputs — because in 2026, discipline and trust will matter more than hype.