Technological solutionism — the idea that tech developers can be trusted to innovate or code our way out of problems, and into prosperity — is on its way out. Individuals’ trust in tech and the companies who develop it has been eroded by innumerable failures. For businesses, it’s no longer acceptable to use technology without taking steps to ensure it’s trustworthy.
Some companies may look at the problem and hope they can buy or hire their way out of it. In some cases, a new role, like a Chief Trust Officer or Chief Digital Trust Officer may help. But before CEOs and boards rush into creating a c-suite role as a panacea, they need to take a hard look at what exactly trustworthy technology looks like in the 21st century, how companies earn digital trust, and what changes and investments they need to make to do that.
Becoming prepared to start earning back trust requires CEOs and Boards of Directors to do at least three things:Recruit people who will help earn trust For example, a business adopting generative AI must assess how the technology might increase efficiencies , unlock new solutions to pressing challenges while also developing a plan to prevent, for example, to democratic processes from AI “hallucinations” or misinformation and to workers displaced by these advanced technologies. Only a vision that responsibly considers both the benefits and the risk of new technology can truly be considered trustworthy.
The third big initial investment is in the people who can help the business earn digital trust. Making technology trustworthy is a multi-faceted effort conducted on an organizational scale — which means that ultimate responsibility for trustworthiness falls to the CEO.
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