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AI governance is good governance

AI is too often treated as either a technology project or a legal compliance exercise. It is neither. AI is a cross-cutting strategic leadership issue that affects the entire organization: how rights data is managed, how members are communicated with, how licensing partners are assessed, how markets are monitored, how staff work, and how decisions… Continue reading AI governance is good governance

It’s okay not to know

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

AI is not just tech & law

Many organisations still approach artificial intelligence (AI) as a question for IT department or legal team. A question of systems procurement, data management and compliance. These are important but they should be neither the starting point nor the end. Not just law. Not just tech. AI is a leadership challenge. AI is a cross-cutting issue… Continue reading AI is not just tech & law

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?

Strategic goals and good governance

Organizations often discuss strategy and governance as if they were separate matters. Strategy is seen as setting direction and pursuing growth, while governance is treated as a question of compliance, structures and oversight. Often in a legalistic, tick-the-box kind of manner. In practice, however, these two are closely connected and should reinforce one another. Strategic… Continue reading Strategic goals and good governance

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

Can you afford not to act?

Weak governance can lead to loss of clients, reputational damage, and the erosion of trust. Negative financial consequences, regulatory intervention and strategic setbacks may follow. In the worst-case scenario, the lack of good governance can jeopardize the ability to operate at all. One of the most prominent examples of catastrophic governance failures is case Enron… Continue reading Can you afford not to act?

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