Periodic musings
Boards may reserve time for AI oversight and still struggle to give the subject sustained attention. Agenda pressure forces trade-offs, and management’s expertise helps only when it reaches directors as information they can examine and use. Drawing on recent board surveys, this article looks at how time, information, and director judgment shape AI oversight—and what boards can ask when discussion is shortened or deferred.
Read MoreQuantum readiness does not require a quantum strategy. For most middle-market companies, the more useful question is whether the organization can recognize when quantum becomes relevant to its security, customers, vendors, or business model—and respond before urgency takes over. The Quantum Relevance Map offers a practical starting point: understand where you are today, identify what could cause that position to change, and build the organizational capacity to notice when it does.
Read MoreCEOs know that execution and organizational alignment matter. Yet the latest CEO Confidence Index shows growth, profitability and efficiency commanding attention while talent, organizational capability and resilience rank much lower. That tension does not prove leaders have overlooked the enablers of growth. It reveals something more consequential: a CEO confidence survey cannot determine whether confidence at the top is shared by the people expected to deliver the plan. This article examines that evidence gap—and the question boards should ask before growth and AI ambitions outrun the organization beneath them.
Read MoreAI risk may already be on your board’s agenda. But can directors see where it is actually entering the business—through vendor software, employee use, consequential decisions, or even the analysis reaching the board itself? This article uses an illustrative BoardPulse assessment to show how an adequate overall result can conceal a load-bearing weakness, where CEOs and directors may be working from different pictures, and how the findings can be translated into practical next steps before adoption outpaces oversight.
Read MoreMost organizations are asking: "How quickly are we adopting AI?"
Few are asking: "What capabilities are we losing in the process?"
As companies race to increase AI usage, a critical question is emerging:
Are we building more capable organizations, or more dependent ones?
In this article, I explore the growing AI Resilience Gap: what happens when productivity gains outpace capability development, why incentive structures matter, and how leaders can ensure AI strengthens judgment, institutional knowledge, and enterprise resilience rather than quietly eroding them.
The goal should be sustainable performance under increasing complexity, not AI adoption.
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