AI Act: Five Priorities to Prepare Your Company for the New European Regulation

Artificial intelligence has rapidly entered the daily activities of millions of European companies. In just a few years, generative tools, predictive systems and intelligent platforms have become an integral part of work, often without organizations having had time to define rules, processes or responsibilities for their use. For this reason the European Union has developed the AI ​​Act, the first organic regulation in the world dedicated to artificial intelligence. The goal of the regulation is not to slow down innovation, but to create a common framework that allows AI to be developed and used in a safe, transparent and reliable way. The regulation introduces a risk-based approach: the more an artificial intelligence system can affect people’s rights, decisions or security, the greater the obligations for those who develop or use it. August 2nd represents one of the fundamental stages of this regulatory journey. In this phase, new provisions come into force regarding the governance of artificial intelligence and which require organizations to know the AI ​​systems used, understand their level of risk and take appropriate measures to ensure their compliant use. For many companies it is no longer just a question of understanding whether to use artificial intelligence, but how to integrate it into their processes in a responsible and sustainable way.

Compliance is not just a legal issue

When we talk about the AI ​​Act, it is easy to think that it is exclusively a new regulatory requirement. In reality, the regulation addresses a much broader topic: the governance of artificial intelligence. Being compliant means knowing which AI systems are present in the company, understanding their impacts, defining clear responsibilities, training people and documenting the ways in which these tools are used in organizational processes. The legislation therefore also represents an opportunity to build a more aware, controlled and consistent use of artificial intelligence with company objectives. From this point of view, preparing for the AI ​​Act means working simultaneously on technology, organization and culture. And it is precisely from here that a concrete process of adaptation can begin.

1. Know the AI ​​systems present in the company

The first mistake many organizations make is thinking they already know where AI is being used. In reality, AI is now incorporated into a growing number of software: CRMs with predictive functions, recruiting tools, customer care platforms, marketing automation systems, writing assistants, data analysis applications and productivity tools. Added to these are the platforms used spontaneously by collaborators, often without central governance. This is why the first step is to build an inventory of the AI ​​systems present in the organization. Knowing which tools are used, by whom and for which activities represents the basis of any compliance journey. It is not possible to govern what you do not know.

2. Understand the level of risk

The AI ​​Act introduces a risk-based approach. Not all AI systems are subject to the same obligations. In fact, the regulation distinguishes between prohibited systems, high-risk systems, limited-risk systems and applications considered to be of minimal risk. This classification determines the obligations that fall on organizations. A chatbot used to assist customers carries different responsibilities than a system that screens applications, assigns creditworthiness scores, or supports healthcare decisions. Understanding where the systems used by your company are located is therefore an essential step in defining the most appropriate governance measures.

3. Invest in people’s training

Compliance isn’t just about technology. Even the best governance system is ineffective if those who use AI tools do not know the rules, limits and responsibilities associated with their use. In fact, the AI ​​Act attributes a central role to the competence of people. Training collaborators means helping them understand which data can be shared with an AI system, when it is necessary to verify the outputs produced, which decisions can be delegated to algorithms and which ones always require human control. Training therefore does not represent an ancillary activity, but one of the most effective tools for reducing operational risks and building a culture of conscious use of artificial intelligence.

4. Define clear internal rules

Many companies already have policies dedicated to cybersecurity, data management or use of company resources. Artificial intelligence requires an additional level of definition. An AI Policy should clarify which tools can be used, which data can be inserted into the platforms, which processes require human validation and which responsibilities fall on the different company roles. The goal is not to limit innovation, but to create a shared framework that allows people to use AI with greater safety and awareness. Organizations that set simple, understandable rules are generally more successful at adopting AI than those that simply choose to ban it.

5. Update governance and contracts

The introduction of AI also changes the way organizations manage responsibilities, suppliers and contractual relationships. The use of external platforms, data management, responsibilities resulting from automated decisions and the role of different stakeholders require a review of existing documentation. Contracts with suppliers, information, internal procedures and agreements with collaborators may need to be updated to reflect the new regulatory context. The AI ​​Act not only introduces new technological obligations, but helps to redefine the system of responsibility that accompanies the use of artificial intelligence in business processes.

Compliance starts with governance

Preparing for the AI ​​Act isn’t about dealing with simple regulatory compliance. It means taking the opportunity to understand how artificial intelligence is already transforming the organization and building a more aware, safe and sustainable adoption model. Companies that start this journey today will have a greater chance of integrating AI into their processes continuously, reducing operational risks and regulatory uncertainties. In the work we carry out at BOOONSAI, this approach takes shape through a path that starts from the analysis of the current state of artificial intelligence in the company, continues with the classification of the systems used and accompanies organizations in the definition of policies, training and governance models. Being compliant with the AI ​​Act isn’t just about complying with a rule. It means creating the conditions to use artificial intelligence as a reliable, controllable and truly integrated resource in the company’s strategy.