NetApp’s AI Governance and Operations Committee: Balancing Innovation and Risk

Artificial intelligence (AI) transforms organizations’ operations, driving efficiencies and new capabilities while introducing complex challenges. To navigate this evolving landscape, NetApp established its AI Governance and Operations Committee—a cross-functional team dedicated to ensuring the company’s ethical and strategic implementation of AI tools.
 
Ken Boney, NetApp Director of the Marketing Technology Office, described the initiative as timely and essential. “The risk of not having a council was essentially a wild west of curious people who, while having the best intentions, may not have understood all the ramifications of implementing AI in their own way,” Boney explained. “The council provides governance and a way forward for implementing or leveraging AI within the company.”
 
James Gallman, NetApp Vice President of Human Resources, emphasized the importance of the committee’s cross-functional composition. “What I liked about it was that it was cross-functional, so it had the right group of people that we’re talking to, and at the same time, it was at the right level in the organization for this piece of work,” Gallman said. He added, “The governance team helps translate strategic direction into actionable priorities, ensuring we empower our 12,000 employees to do the best work of their lives.”

One of the committee’s core challenges is balancing innovation with risk. Rodger Pang, a newly hired NetApp AI lead, highlighted the risks associated with AI adoption. “The first risk that comes to mind is bias. We want to ensure that AI is used as a tool to enhance workflows rather than becoming something we depend on prematurely,” Pang noted. “Another risk is ethical considerations, such as whether we should disclose if content or graphics were created using AI. This transparency is crucial for maintaining trust.”
 
Pang also pointed to technical challenges, such as “AI hallucinations,” where large language models generate incorrect or fabricated information. “With tools like Jasper, we’ve been able to mitigate this by cross-verifying generated content against real sources. This ensures the accuracy and reliability of AI-generated outputs,” he explained.
 
Gallman underscored AI’s potential to enhance workflows while addressing concerns about job displacement. “A lot of the use cases I’ve seen are about making us more productive and freeing us to focus on higher-level work,” he said. “For example, we’re exploring how to make goal writing better, potentially saving employees 30 minutes annually. It’s not about cutting jobs but enabling us to do more meaningful work.”

The committee has fostered collaboration among departments with differing priorities and speeds. Marketing, for example, moves at a different speed compared to other teams because we need to be first to market,” Boney remarked. “But through the council, we’ve created a think tank where we share ideas and adopt the best practices from each department.”
 
Gallman highlighted the democratization of AI tools within the organization. “The next step in our journey is about empowering all employees,” he said. “We’re looking at pilots and learning metrics to ensure everyone has the tools they need to succeed.”

NetApp’s approach to AI governance includes rigorous evaluation of new tools before adoption. “Whenever we bring in a new tool, we create a proof of concept, assess user productivity, and ensure the tool aligns with our goals,” Pang explained. “It’s not an automatic process; it requires careful review and collaboration.”
 
Adam Trister, VP of Legal, emphasizes this balance between innovation and responsibility: 
“It’s clear that the vast potential of AI demands our attention. Neglecting it will leave NetApp behind industry peers. However, our group was also cognizant of the fact that reckless adoption could pose significant risk to NetApp. A core function of our team is to evaluate all internal AI projects to ensure they are promoting ethical conduct and that we are implementing responsible AI practices. We think this balanced approach will help build trust and confidence among our teams as we roll out new tools.”

 
The committee also ensures AI initiatives align with company-wide objectives. Boney emphasized the importance of moving from siloed efforts to a unified vision: “The council ensures we’re not duplicating efforts and that we’re investing in tools that benefit the entire company. This shift has been critical for maximizing ROI and fostering a unified approach to AI.”
 
Gallman noted the need for early alignment on intellectual property (IP) considerations. “Understanding the intellectual property landscape was a critical early challenge. We needed to align quickly on how to protect NetApp’s IP while respecting the rights of others. This alignment was foundational to our governance model.”

As AI continues to evolve, the committee envisions a future where AI is seamlessly integrated into daily workflows. “In the coming years, I hope to see AI normalized in our jobs,” Pang said. “It should become an integral part of our processes, enabling us to work faster and smarter.”
 
Boney compared AI adoption to the shift from desktop to mobile-first web development. “AI is in a similar revolution,” he observed. “The goal is to make AI a natural part of what we do, not as a replacement but as a tool that enhances human input and drives better results.”
 
Gallman stressed the importance of setting clear goals for the committee. “We’ve done a lot of great work, but narrowing down what we want to accomplish as a group will help us move forward with purpose. For example, how many pilots do we want to complete, and what learning metrics will we use?”
 
NetApp’s AI Governance and Operations Committee is leading the way in responsible AI integration. The committee is helping NetApp harness AI’s potential while maintaining trust and accountability by addressing risks, fostering collaboration, and upholding ethical practices. As AI tools become embedded in daily workflows, NetApp’s approach serves as a blueprint for navigating the complexities of enterprise AI adoption.