#ai-strategy

Building an AI strategy that is more than a list of approved pilots.

Tagged articles (61)

A lone senior engineer studies glowing code on three monitors in a pool of warm light while long rows of empty junior workstations recede into a darkened office at dusk, evoking the widening gap between the volume of AI-generated code needing review and the shrinking supply of people able to debug it. (Image generated by ChatGPT 5) — The Debugging Gap: The Skill Your AI Business Case Assumes You Still Have
29 August 2026 · 10 minute read
AI now writes the code and does the debugging that taught developers to check it. Verification demand rises as the route to building it weakens.

A cluttered Victorian workshop bench at night, lit warm on the left by a brass desk lamp that falls across a large magnifying glass held above the bench, its lens throwing a bright circle onto a scatter of small brass instruments and tools where a single plain steel spanner sits sharply in focus at the centre, the elaborate ornamented devices around it left soft and unexamined, while cool blue light from a tall window picks out an empty patch of bench where objects have been cleared away, a visual reframe of the discipline of examining work honestly before choosing a tool, where the simplest instrument is often the right one and some work is best set aside altogether (Image generated by ChatGPT 5.5) — Not Everything Needs AI: The Questions That Come Before the Decision
12 July 2026 · 8 minute read
Boards keep being told to remake the business around AI. The real question is not which tool, but whether the work needs doing at all.

A corner executive office in dark mahogany panelling at night, lit warm on the left by a stained-glass Tiffany lamp beside a porcelain teapot and cup, where a spread of closed leather dossiers fans across a polished desk and one is squared up in the lamplight before an empty high-backed leather chair with a fountain pen resting on it as the chosen bet, the rest angled away into shadow, and cool blue light falls from floor-to-ceiling windows onto a night city skyline and waterfront beyond, a visual reframe of the few bets a chief executive draws from many and answers for, where a machine can lay out the options but only a human can choose (Image generated by ChatGPT 5.5) — AI and the CEO: Choosing the Bets That Matter
21 June 2026 · 12 minute read
AI can build, deliver, and draft, yet the chief executive still chooses and still answers. Accountability for the bets does not move.

A human hand pressed flat against a dark glass barrier at night, reaching toward an illuminated toggle switch mounted in a glass housing on the far side of the glass, out of reach, with a warm-lit city skyline glowing across water beyond, a visual reframe of a control that is visible but held elsewhere, behind a barrier the hand cannot cross (Image generated by ChatGPT 5.4) — The AI Sovereignty Trilemma: When a Frontier Model Vanishes and Reality Bites
14 June 2026 · 10 minute read
The visible cost of sovereignty deters Boards. The hidden cost of the convenient alternative was never shown, and that is the cost 12 June presented.

A solitary figure stands at the threshold of a vast, cathedral-scale data centre, dwarfed by towering server columns rising into a column of light at the apex — a visual reframe of the headroom that architectural efficiency creates rather than the brake some readers expect (Image generated by ChatGPT 5.4) — The Headroom Argument: Why AI Efficiency Means More Compute, Not Less
10 May 2026 · 9 minute read
Architectural efficiency expands AI compute demand rather than reducing it. Three forces converge on more inference. Boards should read efficiency news as capability, not cost.

A long boardroom table running through two contrasting zones — a warm, lamp-lit traditional boardroom on one side and a cool, glass-walled view onto an operational technology environment on the other — with a single empty chair at the head positioned exactly at the seam, symbolising the chair's position between the Board's own work and the work the Board governs as both are remade by AI (Image generated by ChatGPT 5.4) — AI and the Chair: Governing the Board Through The Great Remaking
26 April 2026 · 14 minute read
Existing chair responsibilities now require different execution as AI remakes both the Board's own work and the work the Board governs.

An editorial still-life photograph of an open antique accounting ledger on a dark wooden desk, lit by warm cinematic light from the upper right. The left-hand page is dense with handwritten entries and completes with an underlined subtotal; the right-hand page shows the same columnar structure with entries in the Particulars column but the value columns empty, and the phrase 'To be measured' handwritten at the bottom where a subtotal figure would normally sit. A fountain pen and a small brass key rest beside the ledger. A visual metaphor for the argument that the finance function's conventional ledger records what AI investment costs but does not yet have the instruments to measure what it produces. (Image generated by ChatGPT 5.4) — The Appreciating Ledger: When AI Capital Outgrows the CFO's Rulebook
19 April 2026 · 11 minute read
AI capital appreciates, accumulates, and crosses functions. The four indicator types let CFOs see what conventional project-ROI models structurally cannot.

A close-up photograph of a professional audio mastering console, showing a warmly lit analogue VU meter on the left with its amber-glowing face, flanked by precision control knobs and monitoring switches on a dark panel. The shallow depth of field draws the eye to the meter itself, with the surrounding controls falling gently into shadow. An image representing the precision instruments used by audio engineers to measure fidelity, used here as a metaphor for the four indicator types that give Boards maximum fidelity on the decisions in front of them (Image generated by ChatGPT 5.4) — Maximum Fidelity: How Four Indicator Types Strengthen Board Decisions
12 April 2026 · 13 minute read
Four indicator types give boards progressively higher decision fidelity: lagging, leading, predictive, and reasoned. Together they represent the most accountable governance instrument available.

A figure in a dark suit, partially concealed behind a heavy charcoal velvet curtain, one hand gripping the curtain edge in sharp directional light against a black background — a visual metaphor for the unseen operator whose workings a director is expected to trust without seeing. (Image generated by ChatGPT 5.4) — AI and the Director: A Practical Playbook for Governing What You Can't Fully See
29 March 2026 · 11 minute read
Directorial AI literacy is not technical fluency. It is four specific capacities that let directors interrogate maturity claims, assess real governance, and exercise independent judgement.

Aerial view of a landscape as clouds gradually clear, with sunlight revealing the underlying terrain, representing how a board-level diagnostic cuts through activity metrics to expose the organisation’s true AI position (Image generated by ChatGPT 5.2) — The Great Remaking: The Questions Boards Should Be Asking About Their AI Position
22 March 2026 · 10 minute read
Pilot counts and budget lines cannot tell a Board whether work is being remade. These questions, built on the data, talent and process loops, can.

Aerial view of three large tidal whirlpools swirling in a warm golden coastal bay at sunset, surrounded by tree-lined shores and sandy beaches, representing the three self-reinforcing loops — data, talent, and process redesign — that compound the AI advantage gap over time (Image generated by ChatGPT 5.2) — The Great Remaking: Why Fast Following Does Not Work When the Gap Compounds
15 March 2026 · 13 minute read
Every previous technology wave rewarded fast followers. The Great Remaking does not: the advantage is operational accumulation that cannot be bought and compounds with time.

Four paths through landscapes at different stages of transformation converging into a single route, symbolising how thinking, deciding, creating, and delivering work evolve differently but remain part of the same system of work in the AI era (Image generated by ChatGPT 5.2) — The Great Remaking: How the Four Dimensions of Work Are Transforming
8 March 2026 · 15 minute read
AI is remaking thinking, deciding, creating and delivering at different speeds and towards different ends. Treating them as one question is most organisations' mistake.

No articles match that filter. Clear the filter.

I use cookies to understand how my website is used. This data is collected and processed directly by me, not shared with any third parties, and helps me improve my website. See my privacy and cookie policies for more details.

#ai-strategy

Tagged articles (61)

Filter articles

The Debugging Gap: The Skill Your AI Business Case Assumes You Still Have

Not Everything Needs AI: The Questions That Come Before the Decision

AI and the CEO: Choosing the Bets That Matter

The AI Sovereignty Trilemma: When a Frontier Model Vanishes and Reality Bites

The Headroom Argument: Why AI Efficiency Means More Compute, Not Less

AI and the Chair: Governing the Board Through The Great Remaking

The Appreciating Ledger: When AI Capital Outgrows the CFO's Rulebook

Maximum Fidelity: How Four Indicator Types Strengthen Board Decisions

AI and the Director: A Practical Playbook for Governing What You Can't Fully See

The Great Remaking: The Questions Boards Should Be Asking About Their AI Position

The Great Remaking: Why Fast Following Does Not Work When the Gap Compounds

The Great Remaking: How the Four Dimensions of Work Are Transforming

Recent