We live and work in an environment that is increasingly complex, fast-moving, and difficult to predict. New technologies emerge almost overnight. Regulatory frameworks evolve. Markets shift. Expectations change. Information multiplies faster than anyone can absorb it. And yet, many organizations still operate with an unspoken expectation that leaders should always have the answers. But what… Continue reading It’s okay not to know
Category: Development
Topics related to organizational and leadership development
AI policy or AI in policies
There is a common reflex when organizations decide to take AI seriously: appoint a working group, draft an AI policy, publish it on the intranet, and consider the job done. The document exists. The box is ticked. Governance has been done. It hasn’t. AI is not a separate matter to be handled in a single… Continue reading AI policy or AI in policies
Code of Conduct – just another document or a practical guide?
Many organizations take on the task of drafting or updating their Code of Conduct when there is outside pressure from the organization’s stakeholders, there are significant changes in the operational environment or the existing Code of Conduct no longer fits the current situation. When updating or developing a Code of Conduct, it is important not… Continue reading Code of Conduct – just another document or a practical guide?
Don’t be fooled by the tech fix idea
Did somebody trick you today? Were you fooled you into believing something that wasn’t true? Today is April Fool’s Day, a day for harmless tricks. However, every day we are faced with situations that aren’t about jokes and funny tricks but about misperceptions, beliefs based on false information and assumptions that go unchallenged. These are… Continue reading Don’t be fooled by the tech fix idea
The board charter: from paper to practice
Boards guide organizations through increasingly complex environments. They must be able to analyze the impacts of changes in the regulatory framework, customer behavior and technological advances, make challenging strategic decisions, oversee operations and support the senior management. The requirements for board work and the workload are far from easy. An important element in getting the… Continue reading The board charter: from paper to practice
Governance toolkit
Governance can seldom be improved by a quick fix. It’s not done by simply updating a policy, creating a code of conduct, or publishing organizational values on a website. Instead, good governance develops through continuous reflection, discussion, planned actions and deliberate effort over time. Different tools are needed both to assess the current situation and… Continue reading Governance toolkit
Good governance publication renewed
Back in 2020, I wanted to create a tool that could serve the board of directors and senior management in collective management organizations (CMOs) in the different creative industries. I worked with them on issues related to proper governance structures and decision-making processes, accountability and transparency in their organizations, and realized there was a need… Continue reading Good governance publication renewed