The scale of AI adoption makes AI governance increasingly relevant, if not a strategic necessity. McKinsey’s report The State of AI in 2026: On the Road to ROI reports that nearly nine in ten survey respondents say their organizations regularly use AI in at least one business function, while 56% report use in three or… Continue reading AI transformation is widespread but very uneven
Category: Development
Topics related to organizational and leadership development
Ethical leadership in the AI era
AI is changing more than how organizations work. It is changing how they exercise power: whose knowledge informs a decision, whose interests are recognized, who receives an opportunity and who bears the consequences when something goes wrong. For senior executives and boards, this raises a fundamental question: how does the organization remain accountable for decisions… Continue reading Ethical leadership in the AI era
Compliance is the floor, not the ceiling
“Is it legal?” is one of the first questions organizations ask when considering a new use of artificial intelligence. It is an essential question. Organizations must understand the laws, regulations and contractual obligations that apply to their activities. But it should never be the only question. Legal compliance does not automatically mean that a practice… Continue reading Compliance is the floor, not the ceiling
Is your board as good as it could be?
The board of directors in any organization holds many important roles and responsibilities. The board’s strategic, advisory and supervisory tasks carry significant responsibility for the direction, oversight and long-term success of an organization. They approve strategies, oversee risks and performance, advise and challenge management, make significant decisions and ultimately hold management accountable. But how often… Continue reading Is your board as good as it could be?
Four months left of 2026: Are you where you intended to be?
As August turns into September, there are four months left in the year.It is a useful moment for organizations to look back at the goals andpriorities they set at the beginning of the year and ask a simplequestion: are we where we intended to be? Setting strategic goals, approving an annual plan or adopting a… Continue reading Four months left of 2026: Are you where you intended to be?
Looking into the futures
Leaders have always needed to not only know what is going on in the current state but also to try to predict what will happen in the future. Trying to make sense of the future has never been an easy task. Uncertainty has been the only constant. And currently, the speed, scale and interconnectedness of… Continue reading Looking into the futures
Learning and unlearning
The pace of technological development, regulatory amendments and changes in the market environment means that knowledge, skills and established ways of working can become outdated remarkably quickly. This does not mean that expertise has lost its value. Quite the opposite. In the context of Artificial Intelligence (AI) Deep expertise is needed, among other things, to… Continue reading Learning and unlearning
The biggest governance risk may be the one not discussed
There is a particular kind of meeting that should concern every board director and senior leader. The agenda is full. The papers are thorough. The discussion is cordial. Heads nod. A decision is reached. However, something important was never said. Not because anyone was hiding it. Not because anyone lacked the information. But because, somewhere… Continue reading The biggest governance risk may be the one not discussed
Common goals, collective progress
Most organisations have no shortage of ambition. What they often lack is alignment: a shared understanding of where they are, where they’re heading, and what it will actually take to get there. Without that foundation, even well-resourced teams can find themselves working hard in different directions. Common goals are not simply targets handed down from… Continue reading Common goals, collective progress
AI adoption is a change management challenge
When organizations adopt new AI tools, the conversation quickly turns to capability: what can it do, how fast, at what cost? But the harder and more consequential question is almost always left for later: is our organization actually ready for this? Is our organization actually ready for this? Effective AI change management requires strong leadership… Continue reading AI adoption is a change management challenge