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Dr. Tracey
Wilen
Tech Leader; Board Member
Dr. Tracey Wilen is a researcher and speaker on the impact of technology on society, work, and careers. A former visiting scholar at Stanford University, she has held leadership positions at Apple, HP, Cisco Systems and the Apollo Group. She has been an adjunct professor for California colleges teaching classes in business, technology and women’s workforce topics. Dr. Wilen has authored or co-authored 13 books, including Career Confusion; 21st Century Career Management in a Disrupted World (2019) named Bloomberg’s top business book, Digital Disruption; The Future of Work, Skills, Leadership, Education and Careers in a Digital World (2018). Employed for Life, 21st. Century Career Trends (2014), Women Lead: Career Perspectives from Workplace Leaders (2013) and Society 3.0: How Technology Is Reshaping Education, Work, and Society (2012). She has appeared on CNN, Fox, and CBS News, and in the Wall Street Journal, the Chicago Tribune, Forbes, the Los Angeles Times, and USA Today. She is a regular guest on radio and TV shows across the US as an expert contributor. Dr. Wilen was named San Francisco Woman of the Year and honored by the San Francisco Business Times as the most Influential Woman in Bay Area Business.
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26 August 2026 12:00 - 12:30
Panel | Who’s really in control? Designing and governing autonomous agent systems
As systems take on more autonomy, control doesn’t disappear, it just becomes harder to define. Decisions are no longer made in a single step. They emerge across prompts, tools, and workflows that evolve over time. What looks controlled in isolation can behave differently once systems are live, making ownership, accountability, and intervention less straightforward. This panel explores where control actually sits in modern AI systems, how teams are designing for it, where it breaks down, and what it takes to keep systems predictable without slowing them down. Key takeaways: → Where control shifts as systems become more autonomous → How teams balance flexibility with guardrails in practice → What it takes to maintain oversight without introducing friction