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CIOs say they need a people strategy to scale AI. Posted by News Room 26 May 2026 CAMBRIDGE, Mass. - CIOs are well-versed in the interconnected dependencies of people, process and technology. These days, AI is compressing all three areas of the classic framework - challenging business operating models and pushing CIOs out of their technology orientation as they tackle a broader remit. "At the end of the day, AI is going to scale with people, systems and workflows," Mojgan Lefebvre, chief technology and operations officer at Travelers, put it simply during a panel discussion at the MIT Sloan CIO Symposium. The people aspect garnered its share of attention at the event, as CIOs and other experts discussed not just autonomous systems and agents but the role of humans as enterprises press forward on AI. Technology leaders underscored time and again the criticality of being a people leader, which requires thinking through what skills to invest in, how to invest in them and even how to help employees overcome, as one panelist put it, FOBO - the fear of becoming obsolete. Monica Caldas, EVP and global CIO at Liberty Mutual, likened the people part to modernization initiatives during a digital transformation panel. "There's not just modernization from the heavy-duty of the systems, but there's modernization of how we work and even evolution in the skills, in the people," she said. Caldas referenced research that advises companies to think about tech and talent as a 1:3 ratio: For every dollar spent on AI investments, companies should spend $3 on people. "In the areas we've deployed [AI] that are most successful are where we've spent a lot of time on the culture, the skills, the people, the championing of the work," she said. Human-centric approach. The language of culture echoes prior technology shifts when mobile devices, cloud or digital transformation entered the vernacular. But it, too, carries a different weight with AI as employees speak directly to technology and as technology operates as a digital workforce, rejiggering departmental day-to-days and C-suite dynamics. Take, for example, AI's influence on skill sets and learning strategies. Rod Adams, principal for Advisory People & Inclusion Leader at PwC, said he now works closely with the consultancy's CIO to help understand what's needed to become an AI-native organization. "That wasn't the case prior to the last year or so, but it has certainly become the case," he told attendees. While technical skills remain critical, PwC also developed a set of 15 human-centric skills needed to advance AI in the organization such as coaching, agility, judgment and empathy. Redefining sought-after skill sets required the organization to overhaul its recruiting approach as well as its development strategy for its 70,000 PwC U.S. employees. "And then also looking into the future, we typically hire 5,000 or so people a year," Adams said. "How are we making sure that our learning platforms and our learning strategy and approach are developing those skills?" Measuring performance can also be tricky, according to Adams. Determining how to hold employees accountable for meeting AI adoption and fluency expectations is still a gray area, and he called on IT leaders in the room to work with their people officers to think creatively and experiment on how to do this well. One conference attendee brought up the recent trend of tokenmaxxing, where AI adoption and productivity are measured based on token usage, as "an insane way of motivating people" and inquired about emerging best practices for performance management. Adams was candid: "We're figuring it out." PwC started with usage then added impact measured by quantitative indicators such as productivity or qualitative indicators such as client experience as well as depth of the use of AI. But, Adams noted, it's still a work in progress. "Because of that, we haven't actually introduced it as a performance metric," he said. Instead, the company is aiming to be transparent by surfacing how it's trying to measure AI fluency with the expectation that it will be a performance metric at some point. "We are trying to avoid fear but also motivate people to... get involved," he said. Acknowledging fear and understanding human concerns about where they fit into the new world order is critical to scaling AI - and another reason for CIOs to remember their role as a people leader, according to Irene Oh, CIO at Network Distribution, a supply chain management and distribution company. "The people side of change is so important," she said during a panel discussion, adding that if employees aren't on board, change isn't sustainable. Oh encouraged CIOs to work with C-suite counterparts to ensure their teams have the right tools and training to be successful. Doing so also enables CIOs to better clock uncertainty, fear and doubt within an organization. "Technology is evolving quickly and it's affecting the entire organization, not just IT," Oh said.

Maritime Reinsurance: 6 more US reinsurance partners to join DFC and Chubb to provide up to $40B in coverage for Strait of Hormuz passage. Apart from Chubb, Travelers, Liberty Mutual Insurance, Berkshire Hathaway, AIG, Starr, and CNA to provide reinsurance for DFC's Maritime Reinsurance plan. On top of DFC's $20 billion in rolling coverage, Chubb and these new partners will provide an additional $20 billion, bringing the total Maritime Reinsurance facility to $40 billion. WASHINGTON, D.C.:The U.S. International Development Finance Corporation (DFC) and Chubb today announced six additional American insurance partners that will provide reinsurance for DFC's Maritime Reinsurance plan: Travelers, Liberty Mutual Insurance, Berkshire Hathaway, AIG, Starr, and CNA. On top of DFC's $20 billion in rolling coverage, Chubb and these new partners will provide an additional $20 billion, bringing the total Maritime Reinsurance facility to $40 billion. The plan is designed to deliver on President Trump's directive to help restore maritime trade through the Strait of Hormuz, stabilize international commerce, and support American and allied businesses operating in the Middle East during the conflict with Iran. Maritime Reinsurance Details: * The reinsurance facility will insure losses up to approximately $40 billion on a rolling basis: $20 billion from DFC and $20 billion from Chubb and the additional partners. * Chubb, acting as lead underwriter, will manage the facility, determine pricing and terms, assume risk, and issue policies for eligible vessels and cargo. Chubb will also manage all claims. * The facility will provide War Marine Risk Insurance for Hull & Liability as well as Cargo. Coverage will be offered for War Hull Risk Insurance, for War P&I Insurance, and War Cargo Insurance. "DFC is proud to welcome Travelers, Liberty Mutual, Berkshire Hathaway, AIG, Starr, and CNA as additional reinsurance partners for our joint $40 billion Maritime Reinsurance plan," said DFC CEO Ben Black. "Along with Chubb, these leading American insurers bring deep underwriting experience in marine and marine war coverage, strengthening our efforts to help restore confidence in maritime trade." "Chubb is proud to lead and manage this program in partnership with the United States Government through the U.S. International Development Finance Corporation. The commerce passing through the Strait of Hormuz plays a vital role in the global economy, and providing vessels with insurance protection is essential for resuming trade flows," said Chubb CEO Evan Greenberg. "Reliable insurance capacity matters most in periods of uncertainty," said Travelers Chairman and CEO Alan Schnitzer. "This public-private partnership brings stability to maritime trade at a critical moment, and we're pleased to contribute our expertise and financial strength alongside the United States Government through DFC and a strong group of industry partners to support global commerce and U.S. economic interests." "As a market leader in specialty insurance and risk advisory services, we have joined the mobilization of this facility to help support the restoration of maritime commerce," said Liberty Mutual Insurance Chairman, President, and CEO Tim Sweeney. "We are very pleased to support Chubb and DFC on this initiative, and we commend all the reinsurers for stepping up to demonstrate how our industry can help to meet important needs as they arise," said Ajit Jain, Vice Chairman of Berkshire Hathaway-Insurance Operations. "This initiative demonstrates how public and private partners can come together to address real-world risk. CNA is proud to contribute our marine underwriting expertise in collaboration with other industry leaders," said Douglas M. Worman, Chairman and Chief Executive Officer of CNA. "The U.S. Government's mission of providing critical insurance capacity for vessels operating in the Strait of Hormuz through the DFC is vital to supporting global commerce and stability," said Eric Andersen, President and CEO-Elect of AIG. "AIG is pleased to support this effort with risk solutions that will safeguard the resiliency of this important global trade route." Eligibility Qualifications: * DFC and its interagency partners will determine if a vessel is eligible to participate in the reinsurance facility based on the information collected from applicants, a sanctions and Know Your Customer vetting process, and other information obtained and deemed relevant by DFC and its interagency partners. Application Information: Below is a non-exhaustive list of key information that will be collected from every applicant. DFC will publicly announce the opening of the application portal and provide additional information concerning the application process soon. * Vessel name and operator * Origin and destination country of the vessel * IMO number * Flag of the vessel * Information as to the vessel operator and crew * Major beneficial owners of the vessel and domiciles thereof * Registered owner of the vessel and domicile thereof * Types, quantity, origin, destination, and value of cargo * Owner of cargo and domicile of owner * Information as to lenders financing the vessel Submit a comment. Your email address will not be published. Required fields are marked *