About the Author

My name is Matteo Zanetti, and I serve as Chief Technology, HR and Finance Officer. Throughout my career, I have operated at the intersection of technology, finance, and organizational leadership, helping businesses transform innovation into sustainable growth and measurable results. This cross-functional perspective has given me direct insight into how artificial intelligence is transforming not only technology functions, but also decision-making, workforce management, and corporate strategy.

As AI rapidly evolves from a competitive advantage into a fundamental business capability, organizations face increasing expectations regarding governance, transparency, accountability, and regulatory compliance. Drawing on my experience leading digital transformation initiatives and evaluating AI adoption across multiple business domains, I wrote this article to provide executives and technology leaders with a practical framework for establishing effective AI governance in an increasingly complex regulatory environment.


AI is getting better at writing. So why does so much of what it produces still sound exactly the same?

You ask for something straightforward. You get a response that is organized, grammatical, and easy to follow. Read it twice and the problem shows up: the words are in the right order, and the piece still feels empty.

Personality, perhaps. Or a point of view.

I used to think a better model was the fix. After enough tests, the failure was usually simpler. I had not explained what I was trying to achieve. Knowing the subject is not the same as knowing what you actually want to say.

 


The problem with asking AI to write for you

Imagine asking an AI to write the story behind a luxury watch brand.

Ask for beautiful, classic, and heartfelt, and you get the usual set: skill, heritage, attention to detail, a tradition passed down because that is how it has always been done. Nothing in that list is wrong. Dozens of other brands could publish the same paragraph.

The model did what you asked. It did not find the thing that makes this brand different, because that thing was never in the prompt.

We often judge the output as if the model were supposed to read our minds. It works with the information we give it, the context it can reach, and the assumptions it makes when something is missing. Leave the important details out, and it fills the gap with the most predictable answer.

Not every flat result is a model failure. Sometimes the tool can do more. We just did not give it enough to work with.

 


A better prompt starts with a better question

When I write a prompt, I try to get past the obvious request.

"Write an engaging article about this product" is a task. It is not a point of view. The useful question is what should make the reader care in the first place.

  • Who is the reader?
  • What do they already know?
  • What might make them skeptical?
  • Which detail would make this story different from the last ten they read?

Those questions look like extra work. They usually save the rewrite.



I keep four checks in front of me:

  1. The person behind the task. Who is speaking, and what experience should shape the result?
  2. The audience. Who will read this, and what matters to them right now?
  3. The intended effect. What should the reader understand, feel, or reconsider?
  4. The standard of success. What would make this useful, not merely acceptable?

You do not need a long brief. A few precise points are enough, if you know why they matter.


 

Vague instruction vs. a real brief

"Make this more persuasive" is a start. It is also almost useless.

This is clearer: help a skeptical business owner see why this change can save time, and give one realistic example without overstating the benefits.

The difference is not technical. It is precision about your own intention.

 

 


More detail does not always mean a better prompt

The other common mistake is assuming that longer instructions produce better results.

They do not.

A prompt can list tone, format, length, audience, and structure, and still miss why the task matters. Too many rules, and the answer starts to sound assembled. Too few, and it drifts toward the average version of the topic.

I usually start short, read the first answer, then add only what the draft is missing. When the job is complicated, I put the background first so the constraints are visible before the model starts writing. Neither habit wins every time. It depends on the work.

What does matter is refusing the first answer just because it looks polished.

 


Feedback that actually changes the draft

"Try again" gives the model nothing to correct. Useful feedback names the failure:

  • The argument is too vague.
  • The example would not convince this reader.
  • The language does not fit the audience.

That back-and-forth is the work. It is not evidence that the tool failed.

 


The human part of working with AI

Using AI well takes more than knowing which commands to type. It takes judgment.

You have to notice when an answer sounds right and still says very little. That means knowing the subject well enough to spot a weak argument, an unsupported claim, or an example that does not add up. It also means noticing when the model missed the brief, even if the first read felt convincing.

This shows up hardest in creative work. A model can hand you ten directions for an article, a campaign, or a product description. Someone still has to decide which one is real, which ones to drop, and which one the audience will actually recognize.

That choice is where most of the value sits.

Everyday tasks do not need this much thought. A summary or a first draft can start from a simple request. When the result matters, spend the time on the problem before you ask for the solution.

 


Try this the next time you use AI

Before the next prompt, finish this sentence:

When someone finishes reading this, I want them to understand, feel, or do ______.


Be specific. Then add the context, name the audience, and say what a good result should achieve. If you have an example of what you like, include it. If there is something to avoid, say why.

When the answer comes back, check three things:

  1. Does it actually land the point you named?
  2. Is the tone right for the people you are trying to reach?
  3. Could this answer work for almost any topic? If yes, it is still too generic.

If it feels generic, do not start over. Name what is missing and revise that part. A small change in the brief often does more than a new model.

 


The real skill is not writing prompts

I do not think there is one formula that works for every model and every task. What holds in one case falls apart in the next.

The systems will keep getting better at context, instructions, and the way we work. They still cannot answer the question we have to answer first: what are we actually trying to achieve?

A better model can help us get there. It cannot always make that decision for us.

Prompting, at its useful end, is less about talking to a machine and more about finding the part of the problem that matters, then explaining it clearly enough that someone, or something, can work with it. The next time an answer feels empty, look at the prompt again. The missing piece may not be another instruction or a more sophisticated tool.

It may be a question you have not asked yourself yet.

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