Lead Independent Director

The Lead Independent Director: organising independence inside the Board

por Guadalupe de la MataAIRIS, ResilienciaPublicado el Sin comentarios

What the role does, how it works across Europe and the United States, and why a clear mandate matters more than a title The Lead Independent Director is one of those board roles that exists in many jurisdictions under different names. In Spain it is called Consejero Coordinador Independiente, in the United Kingdom Senior Independent Director, in …

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good-governance-chair-ceo-separation

Why good governance means separating Chair and CEO

por Guadalupe de la MataAIRIS, Resiliencia, UncategorizedPublicado el Sin comentarios

Why the codes of good governance have recommended it for three decades, what has happened in Spain, and why the best argument has to do with how a board thinks. A story that begins with three scandals The principles of good governance that we take for granted today were forged in the wake of crisis. …

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The AI-Augmented Boardroom

por Guadalupe de la MataAI, AIRISPublicado el Sin comentarios

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: …

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How Directors Can Start Using AI Before Their Boards Officially Adopt It

por Guadalupe de la MataAI, AIRIS, ResilienciaPublicado el Sin comentarios

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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Artificial intelligence and collective decision-making in corporate boards

AI, Board Deliberation and Groupthink

por Guadalupe de la MataAIRIS, AnticipaciónPublicado el Sin comentarios

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 …

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Three Horizons Framework: a Foresight Tool for Strategy and Governance

por Guadalupe de la MataAIRIS, AnticipaciónPublicado el Sin comentarios

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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The Images of the Future

The Image of the Future: Why Social Imagination Shapes What We Build

por Guadalupe de la MataAIRIS, AnticipaciónPublicado el Sin comentarios

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, …

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Cómo difundir la prospectiva estratégica en toda la organización: De la visión del Consejo a la acción en primera línea

por Guadalupe de la MataAIRIS, AnticipaciónPublicado el Sin comentarios

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 …

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