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
Blog posts
Used, but not governed?
According to McKinsey’s 2025 Global AI survey most organizations are still in the experimentation or piloting phase when it comes to the use of AI. However, 78 % of organizations use AI in at least one business function and 71 % report regular use of generative AI. AI use is no longer limited to the… Continue reading Used, but not governed?
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 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
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