Risk, Readiness, and AI with Charles W. Parker, III

My connection to executive education goes back more than three decades. In the early 1990s, I was part of an Executive MBA program that made a lasting impression. What struck me then—and still resonates today—is that even if your specific role doesn’t change, the market around you will. Industries evolve, new challenges emerge, and the skills that made sense yesterday might not be enough for tomorrow. Stepping into executive education periodically is a way to stay current, stay curious, and stay ahead.

That mindset has carried through my entire career. For me, executive education isn’t just about checking a box or adding another credential—it’s part of an ongoing process of discovery. I’ve always believed in the idea of “just showing up.” Some of the most meaningful chapters of my life began that way.

A good example is when I left my corporate role at IBM. I had a great position and a comfortable life. Still, I wanted to challenge myself—to learn a new language, experience a different culture, and gain a deeper understanding of the social and economic challenges facing other parts of the world. I decided to pursue my doctorate overseas in London, focusing on the Mexican economy, and then I simply showed up in Mexico without a job. I started as a non-paid visiting professor, eventually became a paid visiting professor, and what I thought would be a five-year adventure turned into twenty.

That same curiosity and willingness to keep learning is what brought me to The Business of AI program. Even after years of experience, I’ve found that showing up—again and again—continues to open doors I never expected.

While a strong academic profile is valuable, it doesn’t automatically give you leadership tools. For example, as a newly minted battalion operations officer, I suddenly stood in front of about 300 Sailors and for the first time had to give absolutely clear guidance to a large group — what we’re doing, how to do it, and what not to do. That was new and profound. I also deployed multiple times after 9/11, and once redeployed, I was personally in charge of about 200 Sailors - accounting for them at every step so they could return home safely to their families. I don’t view leadership as “I’m in charge.” It’s about experiences that transform you and how you use them, along with your knowledge, to guide others in performing the organization’s mission.

I became involved with the Navy while working at IBM in Maine, collaborating with Bath Iron Works and Portsmouth Naval Shipyard. That captured my imagination and led to a nearly 40-year trajectory connected to the Navy and the military. Again, this was a case of “showing up”, and I eventually commissioned and retired as a Navy Captain.

While living in Mexico City and after several deployments, I joined Control Risks, a British consulting firm that helps clients mitigate risks in hostile or complex environments, including Mexico’s challenges with organized crime, insecurity, and corruption. I loved the work. After re-entering the field, I completed the Enterprise Risk Management (ERM) certificate at the Columbia School of Professional Studies. In that program, I met CROs and practitioner-professors, such as Carlo di Florio, who advised me that AI is an emerging risk that needs attention.

The ERM certificate program didn’t yet offer an AI course, so I worked with Columbia’s Veterans Affairs office to identify options. They helped facilitate my enrollment in The Business of AI program through Columbia Business School Executive Education. The course covered risk within AI and much more—very well done. Even after years of experience, I’ve found that showing up—again and again—continues to open doors I never expected.

I planned to take the AI course as part of my effort to re-enter the risk management field and stay current. During my job search, a company in the defense AI logistics sector was seeking an executive with military logistics experience and a strong academic background. I specifically mentioned The Business of AI program in my cover letter. We moved quickly through the interviews, and I landed the role. I ended up in the AI market without intending to—another example of discovery.

Two key takeaways stood out to me, each offering a distinct perspective on AI. From Professor Moran Cerf came a multidisciplinary perspective—AI is not just about business; it’s social, technological, and cultural. He traced the evolution of technology over the past two decades and projected how it may shape the next two decades and beyond. Having witnessed previous paradigm shifts—from personal computing to the internet—I’m not starry-eyed about AI, but I see clearly how significant and transformative it will be as it matures.

The second takeaway came from Professor Yuri Levin, who brought a deep focus on business impact and risk. His view was that AI choices are not simply technology decisions—they are core to business strategy. What you decide to pursue, and just as importantly, what you decide not to, will determine value creation. In defense, where I work, there’s tremendous enthusiasm for AI, but also a real risk of misinvestment—buying a framework without achieving operational impact. Ultimately, it’s about applying AI where it truly advances outcomes, which is Tagup’s mantra. The program effectively surfaced these themes, blending vision with pragmatism. 

It was surprisingly international—perhaps half to two-thirds from outside the US—and diverse by industry, including consulting, tourism, tech, and more. Levels were high—CEOs, partners, and VPs. That diversity kept the discussions balanced, with no single industry dominating our conversations.

I already believed AI is setting a new trajectory for business and society. The program equipped me—not in deep technical detail, but with the right awareness—to stay optimistic yet wary and to guide customers toward investments with real impact.

Linking AI to the mission. Leadership here is nuanced—building relationships with military customers and partners while bridging to young data scientists who may not have a military context. A significant portion of the next two to four years will be connecting those worlds to maximize effectiveness. In defense, partners are critical—no single company can deliver everything—so relationship-building is key.

Be curious, stay open, show up. Don’t be too fixed on outcomes; opportunities you never imagined can emerge. If you or your organization are too rigid, you may miss better paths. Show up and let things happen. 

I had a classmate who hadn’t finished his undergraduate studies; soon, he overcame an unnecessary sense of inadequacy. Avoid fear and self-imposed boundaries. Pick something that genuinely interests you; you don’t need every detail mapped out. Lifelong learning matters, and executive programs are an efficient way—especially if you can leverage Veterans Affairs support—to keep learning and open new doors.