As enterprises race to scale AI, leaders are realizing that success requires more than just powerful models — it demands the right governance, culture, and change management to make innovation sustainable.

In this second installment of a two-part conversation hosted by Amy Horowitz, Group Vice President at Informatica, Carla Eid, Senior Vice President, Data & AI Architecture & Governance at PepsiCo, and Jennifer Mezzio, Global HR Data Officer at a leading banking and financial services organization, explore how responsible AI frameworks, cultural transformation, and workforce fluency are shaping the next chapter of enterprise AI.

The first part of this discussion covered their career journeys, evolving perspectives on data leadership, and the barriers organizations must overcome to scale AI responsibly.

Governance as an enabler, not a roadblock

Eid emphasizes that governance and innovation aren’t opposing forces — they are complementary drivers of responsible growth. “Balancing AI innovation with governance is about treating governance as an enabler, not a roadblock,” she says. “We integrate governance directly into the product lifecycle, using a responsible AI framework to build safe, fair, and compliant systems from the start.”

Further, Eid outlines a three-part strategy for enabling innovation within strong guardrails:

• Embed governance into product design through a responsible AI framework.
• Adopt a risk-based approach to avoid unnecessary bureaucracy.
• Foster a culture of responsible AI by empowering employees to manage risks.

“We describe responsible AI as the seatbelt that allows AI innovations to go faster,” she adds.

Streamlining oversight through automation

Eid notes that technology itself can accelerate governance. “We deploy automation to streamline governance checks and processes,” she explains. “When our processes and platforms are configured to deliver trustworthy AI out of the box, our governance team can get out of the way on low-risk initiatives and focus on higher-risk areas where speed isn’t the priority.”

The human side of risk: Engaging stakeholders

For Mezzio, governance begins with communication. “What I’ve learned is that it’s about involving our stakeholders in a timely manner — making them part of the change,” she says. “They need to understand why a risk model exists, what outcomes it brings, and how it drives innovation from a data perspective.”

Mezzio adds that her organization integrates risk and governance directly into the ecosystem. “We respect that governance isn’t our business partners’ full-time job,” she explains. “That’s why we bake it into our development process — to make it seamless and sustainable.”

When governance adds unexpected value

Both leaders shared real-world examples of governance unlocking new value. In HR data management, Mezzio highlights how compliance turned into a competitive advantage. “The HR space is a great way to show value on governance,” she mentions. “By putting a strong governance model in place, we’ve gained visibility into where our data is, how it moves globally, and how it aligns with regional data laws. It helps ensure employees feel safe that their information is protected.”

Eid recalls a similar experience at PepsiCo. “We were building a GenAI avatar to guide consumers on products. Our governance framework required us to run red-team testing to simulate adversarial scenarios. That process revealed vulnerabilities and brand risks we hadn’t anticipated. Governance didn’t just protect us — it made our product more resilient and reliable,” she explains.

Driving AI fluency through change management

Both leaders agree that technical governance must be matched with organizational readiness. “Change management and building AI fluency are absolutely critical to scaling AI,” Eid stresses. “We tailor education and engagement programs for different personas — business leaders, transformation leaders, and AI users — to shift mindsets and build confidence.”

PepsiCo measures progress through a combination of participation metrics and behavioral indicators. “We track not only training completion but also the adoption of AI tools, improved data quality, and the integration of AI in products,” Eid says.

Mezzio echoes this emphasis on education. “We can’t make change by ourselves in data,” she notes. “Every employee is a data steward, whether it’s in their title or not. We train them to understand why data matters to their role and how governance enables faster, more secure outcomes.”

Her team uses a mix of online training, compliance modules, and in-person “road shows” to engage employees. “The more they understand their role as data owners, the quicker we can iterate through projects,” she said. “That’s a true measure of literacy — not just metrics, but how effectively people apply what they’ve learned.”

Leading the future of AI with trust and impact

Eid believes tomorrow’s data and AI leaders must evolve beyond technical mastery. “The future of data and AI leadership will be defined by the ability to lead enterprise-wide transformation,” she says. “Leaders must become orchestrators of impact — strategic influencers, storytellers, and connectors who bridge technology with business value.”

She also identified five essential mindsets for future leaders:

• Strategic thinking — linking data initiatives to long-term business outcomes
• Storytelling and influence — translating complexity into action
• Responsible AI and ethics — leading with fairness and transparency
• Cross-functional collaboration — connecting business, legal, and technology
• Change leadership — driving adoption at every level

“Master the tools, but don’t stop there,” she advises. “Invest as much in understanding the business, inspiring people, and navigating change.”

Empowering the next generation

Eid concludes with advice for women in data leadership. “Build your technical credibility, but also your ability to translate it into business value,” she says. “Be a proactive networker — mentors will guide you, but sponsors will advocate for you. Your trajectory will be defined as much by relationships as by skills.”

As she looks ahead, Eid predicts the next big shift: “The real opportunity lies in moving from AI for efficiency to AI for transformation. Businesses should redesign entire workflows with AI at the core, reimagining how humans and AI collaborate to unlock new levels of value.”

CDO Magazine appreciates Carla Eid and Jennifer Mezzio for sharing their insights with our global community.