Change Advisory Boards Can't Keep Up With Agents: Rebuilding Change Approval as Policy as Code
A weekly change advisory board was built for a world of a few dozen changes a week. Agent-assisted delivery breaks that queue within months. Here is why CAB approval adds delay without adding safety, and how to rebuild change management as risk-tiered lanes, policy as code, and pipeline-generated evidence.
The change advisory board is the most expensive safety theater in enterprise IT, and agentic delivery is about to make that impossible to ignore. Every Tuesday, in companies I have worked with and companies I have advised, a room of senior people reviews a spreadsheet of changes they did not write, cannot fully evaluate, and will approve almost every time. The meeting does not reduce risk. It batches risk, delays it, and adds a signature.
Members only
Keep reading for $2 / month.
The rest of this essay — along with every other members-only post, playbook, and working note — is behind a small paywall. Cancel anytime.
Payment handled by Stripe. Card details never touch this site.