How Boards Are Starting to Use AI to Navigate Complexity, Risk and Strategic Decisions Artificial intelligence is reshaping companies, industries and entire business models. Yet one of its most consequential effects has barely been discussed: how AI is starting to transform the boardroom itself. Until recently, board-level conversations about AI were almost exclusively about oversight: …
How Directors Can Start Using AI Before Their Boards Officially Adopt It A practical four-phase system, with ten concrete tools, for directors who cannot yet upload board material into AI In conversations with directors and governance professionals, there is growing curiosity about how artificial intelligence can be used even before organisations formally allow it. That …
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Since I started using AI, I have asked myself a question that I find both fascinating and unsettling: could regular use of these tools gradually erode some of our most essential cognitive capacities? And if so, what does that mean for board deliberation, where the quality of collective judgment depends entirely on each director thinking …
Most strategy problems are actually foresight problems.Not because we can’t analyse—but because we keep mixing now, next, and later. That timeline blur is why decisions loop, agendas overflow, and “alignment” stays fragile. That is why the Three Horizons framework has become one of the most practical foresight tools for leaders and boards because it restores temporal clarity—the starting point of good governance. What …
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There is a difference between being realistic and letting risk run the whole conversation. Right now, many future narratives blur that line. We talk—often correctly—about what could go wrong: AI disruption, climate instability, institutional fragility, job displacement. The risks are real, and ignoring them would be irresponsible. And yet, when risk becomes the only frame, …
Leer más «The Image of the Future: Why Social Imagination Shapes What We Build»
As companies face faster, deeper, and more interconnected disruptions, many are turning to strategic foresight to prepare for multiple futures. But in most organizations, this powerful capability remains confined to a small group: the board, the strategy office, or an elite innovation team. To unlock foresight’s full potential, companies must learn to cascade it. That means moving from …
When crisis hits — really hits — most leadership books go out the window. There’s no time for elaborate frameworks or change management decks. What your people need isn’t a perfect plan. They need a leader who is present, grounded, and fully human. A leader who doesn’t just manage the crisis, but becomes the stabilizing force inside …
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Over the past two decades, corporate governance has followed a path of consolidation. In the aftermath of each crisis (Enron, Lehman Brothers, Wirecard), new regulations brought greater demands for transparency, independence, and risk management. The discourse around value creation broadened to include stakeholders, not just shareholders. ESG entered the common language. Technology began to permeate …
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Leading Through Complexity: New Models for a New Era What the best leaders are doing differently when the rules keep changing For much of the 20th century, leadership was about control. Strategy meant prediction. Decision-making followed logic. Expertise was the answer. But the challenges of the 21st century have rewritten the landscape. Today’s leaders are …
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In the face of ecological collapse, technological disruption and growing social mistrust, governance must do more than perform well — it must mean well. And yet, good intentions without strategic clarity can be as damaging as calculated ambition without ethics. The future belongs to leaders and institutions capable de unir lo que durante mucho tiempo se ha …
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