*By Fabio Camara
Generative artificial intelligence (GenAI) has gone from being a distant promise to becoming a key player in corporate strategies. The impact of this technology is visible. Discussions about it are already permeating decision-making across various sectors, addressing everything from innovation to ethics. And the picture is clear: companies that want to thrive can't just adopt the solution—they need to lead it.
So-called AI agents—autonomous artificial intelligence systems capable of proactive action—mark this new phase. More than just automating tasks, these agents interpret data, suggest actions, and make decisions in real time. This evolution is so rapid that, according to PwC, companies that master the practical application of AI will see significant productivity gains as early as 2025.
But what does it mean to be ready for this movement?
Preparing goes beyond adoption. It involves reviewing processes, redesigning business models, and, most importantly, creating a culture that balances innovation with responsibility. Those who are ahead of the curve in orchestrating multiple AI agents—in marketing, sales, HR, and IT—will have a decisive competitive advantage.
An example of this management need is already beginning to emerge in initiatives like Maestro AI – a platform for coordinating multiple specialized AI agents that work together to solve complex tasks. Instead of using a single, generic AI, work is distributed among focused agents, integrating their actions for greater efficiency.
This new reality brings profound changes to corporate governance. The question is no longer just how to implement AI, but who leads the agents: HR, IT, Business? Who sets the rules? Who audits the decisions? Without clear guidelines, there's a huge risk of these agents becoming out-of-control "black boxes," which can have severe reputational impacts.
Some recent cases reinforce the urgency of this governance. The use of deepfakes to defraud insurance claims by using fake accident footage is already a reality. AI agents are also being used to create videos of political leaders to influence public perceptions and decisions. Without proper oversight, these systems can make serious mistakes, make decisions out of context, and generate negative consequences for brands.
Internally, the presence of AI agents changes the dynamics of work. New roles are emerging, such as Agent Managers and Prompt Engineers – professionals responsible for supervising, training, and guiding AI agents. Microsoft, for example, states that in the near future, "we will all be AI agent managers." This transformation requires workforce reskilling and active culture management so that innovation doesn't lead to exclusion, but rather to empowerment.
Another critical point is transparency. According to IBM's guidelines on Trustworthy AI Agents, it will be essential for companies to be able to audit the decisions of their autonomous systems, ensuring that they comply with ethical and regulatory standards that are beginning to take hold in various regions of the world.
The message is clear: the adoption of AI agents is inevitable. Companies that successfully integrate technology, governance, and culture will be better prepared to lead the future. Those that fail to prepare risk being led by systems they don't understand—or, worse, losing their relevance.
If you don't lead your company's AI agents, someone—or something—will do it for you.
*Fabio Camara is the founder and CEO of the multinational technology and innovation company FCamara
Notice: The opinion presented in this article is the responsibility of its author and not of ABES - Brazilian Association of Software Companies
EN 
PT 
