Glossary
T
16 entries beginning with T, the same definitions the articles use.
Talent Loop Concept
The compounding advantage that accrues as people develop tacit, experiential AI-collaboration capabilities through sustained practice in redesigned workflows; competencies that cannot be hired or trained quickly and that attract further capable talent.
First introduced in: The Great Remaking: Why Fast Following Does Not Work When the Gap Compounds
Related: The Great Remaking: Why Fast Following Does Not Work When the Gap Compounds
See also:Compound Loop
Technical debt
The future rework cost created by expedient rather than sound engineering choices; AI-generated code without adequate verification compounds it, with GitClear finding an eightfold increase in duplicated code blocks.
Related: Demystifying data monetisation: Insights for private equity portfolio companies
See also:Agentic AI
The Essence of Work Concept
The four irreducible dimensions of work every organisation performs: thinking, deciding, creating, and delivering. AI is restructuring each at a different speed along a trajectory from augmentation to substitution.
First introduced in: The Great Remaking: AI and the Race to Transform the Very Essence of Work
See also:RemakeThe Great Remaking
The Great Remaking Concept
AI changing the essence of work rather than merely its tools: the redistribution of judgement, the bifurcation of the workforce, and what organisations owe the people whose roles are remade. The frame that lets a Board govern workforce transition as a strategic programme, not an HR afterthought.
First introduced in: The Great Remaking: AI and the Race to Transform the Very Essence of Work
Related: The Great Remaking (series opener)AI and the Chair: Governing the Board Through The Great Remaking
See also:Agentic AIThe Essence of Work
Third-order effects
The deepest and least expected shifts an investment produces: fundamental changes in business models, market positioning, or industry structure, rarely anticipated in the original business case.
Related: Implementing Decision Analytics: A Practical Guide for BoardsAI’s Hidden ROI: Measuring Second and Third-Order Effects for Board Decisions
Third-party continuity risk
The exposure that a capability supplied by an external provider can disappear by a decision the organisation cannot influence; model availability belongs on the risk register with a named owner.
Related: The AI Sovereignty Trilemma: When a Frontier Model Vanishes and Reality Bites
Three-Dimensional Metrics Concept
Measurement combining leading, lagging and predictive indicators, each aligned to the Six Concerns, ensuring governance tracks compound value and detects cascade failures before they manifest.
First introduced in: Completing the AI Strategy Journey: From Policy to Practice Through Coherent Actions
Related: AI's Interconnected Challenge: Diagnosing the Six Concerns of the Board
See also:Predictive indicatorSix Board ConcernsMaximum Fidelity
Three-layer approach
A presentation structure offering an Executive Summary, a Core Business Case and Technical and Financial Appendices, letting directors engage at different depths without overwhelming the strategic discussion.
Related: Rethinking Business Cases in the Age of AI: and Securing Buy-In from the Board
Tool-Centric Illusion Concept
Counting AI tools deployed as evidence of maturity when, without integrated infrastructure, those deployments create capability silos rather than organisational transformation.
First introduced in: The AI Maturity Mirage: Diagnosing the Gap Between Investment and Readiness
See also:AI Maturity MiragePilot Success Trap
Total cost of ownership
The full cost of running an LLM beyond token pricing, including computational resources, iterations needed for good results and associated infrastructure costs, relevant to operational sustainability.
Related: Planning a cloud migration? Here's what you should consider
See also:Large language model
Training
The process of teaching a model by adjusting its parameters against data; the largest up-front cost in building an AI system.
Related: Dawn of the three-hour work week: AI's impact on employment and compensation
See also:Fine-tuningInference
Transfer of agency
Delegating the operational mechanics of governance, such as monitoring, checking, and documenting, to AI systems while human accountability for outcomes is retained and cannot itself be transferred.
Related: Minimum Lovable Governance: The AI Operating Principle Boards Should Use
Transformer
The neural-network architecture, based on ‘attention’, that underpins virtually all modern large language models and generative AI.
Transition costs
The organisational change costs of adopting AI, including business-process redesign, upskilling, role evolution, parallel operations and cultural adaptation, frequently underestimated or omitted yet often decisive for success.
Related: Rethinking Business Cases in the Age of AI: Building Your AI Business Case
True Investment Profile Concept
A fuller accounting of AI cost that captures data preparation, retraining cycles and governance overhead, which conventional ledgers systematically undercount.
First introduced in: The Appreciating Ledger: When AI Capital Outgrows the CFO's Rulebook
Related: Rethinking Business Cases in the Age of AI: Creating the Foundation
See also:Intangible assets
Trust Multiplier Effect Concept
How stakeholder confidence cascades, employee doubt breeding customer suspicion, alerting regulators, spooking investors, so lost trust in one group turns technical triumphs into organisational disasters.
First introduced in: AI's Interconnected Challenge: Diagnosing the Six Concerns of the Board
No T entries match. or try the site search.