Big Data<\/a>, argued that we must “reimagine
\nresponsibility.” Should regulators move from ‘do no
\nharm’ (“too simple” a standard for AI, he thinks) to
\na positive duty of care?\u00a0<\/p>\nRegulation is hard, he concedes, but AI demands fundamental
\nchange to our ways of thinking.<\/p>\n
The implications for businesses are clear: engage proactively
\nwith regulators, perhaps through sandbox initiatives, and be
\nprepared to reshape business models if necessary.<\/p>\n
This event confirmed a broader shift we’ve observed. Many
\nregulators increasingly care a bit less about technical compliance
\nwith detailed rules and far more about outcomes. And while
\nbusinesses wait for prescriptive guidance, standards are filling
\nthe gaps. Sheldon Mills, who is currently\u00a0conducting a
\nconsultation on\u00a0how AI will reshape retail financial services,
\nsuggested that “voluntary standards will probably take on a
\nrole” too.<\/p>\n
Given the pace of AI development, businesses should expect this
\napproach to continue and be ready for regulation, in whatever form
\nit takes, to scrutinise wider societal harms. Getting involved in
\nthose bigger conversations now is prudent.<\/p>\n
Responsible AI: a quick reminder<\/p>\n
The UK hasn’t created a single AI regulator. Instead,
\nit’s asking existing bodies (the FCA, Ofcom, the ICO and
\nothers) to police AI within their own patches.\u00a0<\/p>\n
Five principles currently sit at the heart of this approach:<\/p>\n
\nsafety, security and robustness;
\n
\ntransparency and explainability;
\n
\nfairness;
\n
\naccountability and governance; and
\n
\ncontestability and redress.
<\/p>\n
Each regulator interprets the principles for its own remit. The
\ngovernment’s wager? Allow AI to flourish while guarding human
\nrights, democratic norms and the rule of law.<\/p>\n
The hope is that flexibility spurs growth without strangling new
\ntechnology in red tape.\u00a0<\/p>\n
The danger is that problems slip through the cracks between
\nregulators. At the event, Dame Melanie Dawes, Ofcom’s CEO and
\nDRCF chair, acknowledged this and said that regulators want to
\n“build up the muscle fibre of working together.”<\/p>\n
Whether this arrangement should eventually rest on a statutory
\nfooting remains an open question. For now, businesses should
\nrecognise that coordination between regulators is still finding its
\nfeet, and gaps may emerge as each body applies the framework
\ndifferently.<\/p>\n
Getting the timing right\u00a0<\/p>\n
What should businesses do?\u00a0<\/p>\n
Firstly, don’t wait: if you’re looking to use AI in your
\nbusiness, but are drumming your fingers and waiting for a clearer
\nor more settled regulatory regime for AI in the UK, don’t.
\nYou’ll likely be waiting longer than you think. And you might
\nmiss the proverbial boat.<\/p>\n
But don’t rush either: a typical meme on LinkedIn, with
\npictures of CEOs, COOs, CTOs and other members of the C-suite
\nwielding placards, goes as follows: “What do we want?”
\n“AI!” “Why do we want it?” “We don’t
\nknow!” “When do we want it?” “Now!” For
\nthis group, there’s no strategy beyond FOMO (fear of missing
\nout).<\/p>\n
The key for businesses is to find the balance between not
\nprogressing quickly enough versus progressing too quickly.
\nDon’t let perfection be the enemy of the good, but don’t go
\n‘all in’ without even a second thought. The sweet spot is a
\nmeasured and strategic approach.<\/p>\n
Fostering trust<\/p>\n
If the day had a word cloud, ‘trust’ would loom largest.
\nTrust is the glue holding this together: without it, AI will simply
\ngather dust as expensive shelfware.<\/p>\n
The\u00a0Future @ Work 2026<\/a>\u00a0report, published by
\nLewis Silkin in January 2026, noted that cultural resistance
\n(including fear of job losses, mistrust of AI outputs) remains a
\nkey obstacle to adoption.\u00a0<\/p>\nSpeakers throughout the day confirmed this dynamic. How much
\nhuman oversight AI products require will vary case by case, but
\ngetting that balance right is essential for building
\nconfidence.<\/p>\n
Leadership<\/p>\n
Tim Gordon, Partner at Best Practice AI, reminded the audience
\nthat AI “will be at the heart of every business model”
\nand it isn’t just something that needs to be discussed at, say,
\na quarterly meeting. It’s moving from a compliance issue
\n“to a general management issue”.<\/p>\n
Leadership will have to ask hard questions, as Adani says, like
\n“is AI behaving like it should behave?” It’s
\neveryone’s responsibility in the business to keep a keen eye on
\nAI, not just the IT team.<\/p>\n
The content of this article is intended to provide a general
\nguide to the subject matter. Specialist advice should be sought
\nabout your specific circumstances.<\/p>\n","protected":false},"excerpt":{"rendered":"Paul Caddy\u2019s articles from Lewis Silkin are most popular:
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