Leaders often overthink in one of three ways: ruminating on past mistakes, "future tripping" over potential problems, or over-analyzing decisions—leading to stress and slow decision-making. s.hbr.org/476ddjb

Companies are adopting AI tools faster than they can fully understand them. But when those systems discriminate, mishandle data, or harm customers, courts and regulators are increasingly looking to the enterprise using the tool, not the vendor that built it. Recent cases involving Peloton, iTutorGroup, Workday, Cigna, and others make the risk clear: accountability often lands closest to the end user. Leaders need to pay closer attention to four under-managed exposures: opaque upstream models, customization that creates new liability, dependence on hard-to-replace vendors, and a fragmented regulatory landscape. Reducing that risk requires stronger contracts, formal governance for customization, portability planning, and compliance. Read the article to learn how companies can adopt AI with greater confidence while keeping legal and regulatory risk in check. s.hbr.org/44kdqxu