# Who decides on AI? The turf wars inside companies

> When AI projects span departments, executives clash over decision rights. The CEO must create conditions for shared authority instead of territorial control.
- Title: Who decides on AI? The turf wars inside companies | Shortify
- Summary: When AI projects span departments, executives clash over decision rights. The CEO must create conditions for shared authority instead of territorial control…
- Keywords: artificial intelligence, executive leadership, organizational structure, decision-making, cross-functional collaboration, c-suite, shared authority, management, Harvard Business Review
- Source: Harvard Business Review — https://hbr.org/2026/11/ai-turf-wars
- Author: Gretchen Gavett
- Published: 2026-11-03T13:25:16+00:00
- Read time: 1 min
- Topics: artificial intelligence, executive leadership, organizational structure, decision-making, cross-functional collaboration, c-suite, shared authority, business, management
## AI projects spark turf wars
When AI initiatives are proposed, friction erupts between leaders used to having decision rights within their own unit.
## The CEO must own the conditions
The CEO ultimately owns many AI decisions but must also own the conditions under which others co-own them, argues C-suite advisor Amii Barnard-Bahn.
## Problem one: territorial control
Executives become very territorial because they are usually rewarded for being decisive and delivering results for their unit.

> very territorial
## The territorial response
When executives feel territorial, they avoid consulting others and hoard information. A CTO told Barnard-Bahn that this behavior stems from how leaders are incentivized to succeed independently within their own domains.
## Problem two: abdicating authority
Some executives eschew anything AI-related altogether, believing these decisions lie with the CTO or CIO. This reflects a longstanding C-suite norm that executives should respect one another's areas of expertise and authority.
## Why abdication fails
Abdicating authority undermines shared authority just as much as grabbing it. No one executive can see the full organizational picture, which is needed to identify the full range of opportunities, risks and impact when a…
## Five strategies for shared authority
Once you understand the behaviors getting in the way, you can develop ways to enable shared authority.
## Chenault on leading through crisis
Former American Express CEO Kenneth Chenault, who led the company from two thousand one to two thousand eighteen through the two thousand eight financial crisis, emphasizes identifying core objectives.
## Business and democracy
Chenault believes business exists because society allows it to exist and that business has a fundamental responsibility to society.

> business exists because society allows it to exist
## Key takeaway

AI initiatives spark conflict between executives used to solo decision-making. CEOs must foster shared authority across functions to navigate disruptive technology effectively.