Category: Good governance

Topics related to different aspects of good governance

Agentic AI challenges the core pillars of good governance

The newest shift in AI use is the growing use of AI agents, i.e. AI systems that can independently take multi-step actions and workflows towards achieving a set goal, rather than simply responding to individuals prompts. AI agents act with a degree of independence, which creates a new risk level. McKinsey’s 2026 AI Trust Maturity… Continue reading Agentic AI challenges the core pillars of good governance

AI transformation is widespread but very uneven

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

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

Policies are living documents, not governance artefacts

Organizations invest considerable time in drafting policies, guidelines and codes of conduct. The documents are reviewed, approved and communicated and then too often filed away as if approval marked the end of the process. Meanwhile, the regulatory framework changes, technology develops, risks evolve and responsibilities shift. A policy may remain formally valid while becoming increasingly… Continue reading Policies are living documents, not governance artefacts

From words in annual reports to lived values

Most organizations have defined values. They appear on websites, in annual reports, in strategy presentations and even on office walls. New employees may encounter them during induction, and senior leaders may refer to them when presenting a new strategy. However, in most cases when I have asked my client organizations’ representatives, what their organizational values… Continue reading From words in annual reports to lived values

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?