
Governing AI Agents in Practice — Article 01
An AI agent has gone live. People are using it, the project team has moved on, and someone reports that it has given the wrong advice.
Who picks that up?
The person who built it might investigate. IT might check whether the service is running. The business team might correct the answer. But who decides whether the agent should keep operating while the problem is understood?
That is the ownership question I would settle before launch.
Separate the responsibilities
My starting recommendation is to name a business or product owner who is answerable for the agent’s purpose, outcomes and results. That person should understand what useful performance looks like, prioritise improvements and secure funding for its continued operation.
A product owner taking this role needs the authority to make those business decisions. Recording a name is only useful if the person understands and accepts the accountability.
This does not mean asking that owner to troubleshoot integrations or approve security exceptions. Those responsibilities need their own owners and authority.
Technical maintenance covers the agent’s configuration, connections, testing and releases. It also requires a working relationship with whoever owns the information the agent uses. A technically healthy agent can still give an unsuitable answer when its source material is outdated or contradictory.
Operational support covers what happens when someone needs help: receiving reports, assessing impact, involving the right specialists and coordinating recovery.
Depending indefinitely on the original maker is fragile. People change teams, leave the organisation or take on other work. Support needs documented knowledge, appropriate access and someone who can take over.
In a smaller organisation, one person may cover several roles. The important thing is to make the responsibilities explicit and provide backup.
A hypothetical example: an expense-policy agent
Imagine a company introduces an agent in Microsoft Teams, built with Copilot Studio. Employees use it to ask about travel expenses and prepare reimbursement requests. Finance staff still approve payments.
A few weeks after launch, the company changes its hotel allowance. An employee reports that the agent is quoting the previous limit.
The service desk records the issue and routes it to the agreed support lead. Finance confirms the correct policy and assesses whether employees have relied on the wrong answer. The technical maintainer investigates whether the cause is an old document, conflicting sources or the agent’s handling of the question.
Under an agreed incident procedure, support can suspend the affected function and direct employees to Finance. The business owner coordinates the response to affected users. Finance validates corrected answers, and the technical team completes the required checks before the function returns.
Nobody needs to own every part of that response. They do need to know who makes each decision.
Now imagine the agent also approves reimbursements. Who sets approval limits, reviews disputed decisions and authorises recovery when an incorrect payment occurs? The support arrangement should reflect those consequences.
Where the CoE fits
The Centre of Excellence can establish shared policies and guide teams on ownership, testing, monitoring and escalation, working with security, risk and service management.
It can also make ownership visible through a documented record: who is accountable, who maintains the agent and where support requests should go.
The CoE needs a defined remit and enough capacity to carry it out. Making it responsible for every agent’s answers, maintenance and incidents would quickly stretch that remit beyond what it can reasonably manage.
Some organisations may initially need a central team to maintain agents because specialist skills are scarce. Even then, each agent still needs someone accountable for its business outcomes.
Make ownership usable
Before launch, I would ask the people involved to complete a short ownership record covering:
- The accountable business or product owner, technical contact, support lead and their backups.
- Who maintains the source knowledge and validates business correctness.
- Who can suspend the agent, and who approves its return.
- Support hours, escalation routes and a fallback process.
- The review date, running-cost budget and person authorised to retire it.
Then walk through one realistic incident together. A missing decision becomes easier to spot when people explain what they would actually do.
Review that record when people leave, the agent gains new capabilities or its business purpose changes. Ownership has to remain usable after the launch meeting.
A practical test is simple: if the agent gives a harmful answer tomorrow, can the people responsible explain who will respond, who will decide and how users will keep working?
Further reading
- Microsoft: Define roles, responsibilities, and decision rights — A useful starting point for dividing business, technical, operational and CoE responsibilities.
- NIST AI Risk Management Framework Playbook: Govern — Guidance on documenting responsibilities and planning ongoing monitoring and review.
- Microsoft: Monitor overview for Copilot Studio — Practical information on reviewing agent performance and granting access to analytics.









