Artificial Intelligence is no longer just a vector of innovation and has become a structural divider of functions, roles and even entire careers. Every new week, CEOs of the world's largest companies put aside cautious discourse and start talking openly about the direct impacts of AI on the workforce. And what used to be a diffuse fear is now treated as an unavoidable fact.

At the heart of this transformation is the silent and progressive replacement of technical and operational functions. Ford's CEO was categorical in stating that AI will replace half of white-collar workers in the United States. Amazon is already preparing its times for gradual cuts, while banks like JPMorgan project reductions of up to 10% in the framework of operations with the advance of automated tools. That's not counting startups and technology companies that now only hire after proving that AI cannot play the role in question.

The search for efficiency, increased margins and agility in decisions has raised productivity indices, but brings to our attention an ethical and organizational dilemma. After all, inflated productivity without a governance strategy creates a high-risk scenario. When an organization operates with fewer people and more technology, controls need to be more robust, not less. The illusion of agility cannot mask the loss of traceability and accountability.

In large corporate environments, governance is not just a regulatory requirement. It is the foundation of operational sustainability. When functions merge, hierarchies are flattened and processes are automated, the risk of accumulated accesses, function segregation failures and decisions without technical weight also grows. But AI requires more control. And it is not just about technical controls, but about living and responsive governance.

It is at this point that companies need to stop looking only at the impact of AI on jobs and start seriously discussing how artificial intelligence is changing the management and decision-making model. When functions are replaced by algorithms, who takes responsibility for decisions? And how do we ensure that these decisions are in accordance with standards, internal policies and legal requirements?

The scenario requires a new type of organizational structure. A structure that combines automation with traceability, speed with consistency and autonomy with responsibility. And this does not happen by chance. It requires a solid foundation of digital governance and information security.

It is in this new world that Vennx stands out, we believe that AI should be enabled by a governance framework that allows scaling decisions without giving up control.

The companies that lead today are those that not only adopt new technologies, but know how to manage them. If AI is replacing positions, it is also demanding new skills: knowing where, when and how to use it ethically, safely and strategically.

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