Tagged with: #strategy

In my article The Board in the machine, I argued that “Boards will find that there are no barriers to making the right decisions at the speed of light”. More recently, in AI is transforming governance: Six key Boardroom priorities, I observed that boards “are moving from overseeing hundreds of decisions made per day to millions made per second”. This acceleration of business decision velocity presents both an unprecedented challenge and opportunity for Directors and the Boards they serve.

The EU AI Act, which came into force on August 1, 2024, establishes significant penalties for non-compliance, including fines of up to €35 million or 7% of global annual turnover for serious violations. As regulatory frameworks for artificial intelligence rapidly evolve worldwide, Boards face a new imperative: navigating complex compliance requirements while maintaining the innovation speed necessary to compete.

The rapid advancement of artificial intelligence is fundamentally changing the velocity of business decision-making and how organisations operate, compete, and create value. With AI, boards are moving from overseeing hundreds of decisions made per day to millions made per second - and they must be confident that each of those decisions is transparent, explainable, and correct.

In 1998, I walked into the headquarters of our newly acquired newspaper group in Leeds, a result of a private equity-backed management buyout of United News & Media’s regional newspaper and magazine titles. Tasked with ‘doing the internet’, I found a small semblance of online activity in the form of a basic advertising website for the Yorkshire Post. A couple of weeks of getting my feet under my desk yielded a digital goldmine - 271 years of content waiting to be transformed into digital assets.

As organisations adopt artificial intelligence (AI) more widely, a critical challenge emerges: how do you build and manage teams capable of delivering on AI’s promise of increased productivity, enhanced customer experiences, accelerated innovation, and sustainable competitive advantage?

Last week, I had the privilege of delivering a keynote presentation at Monday.com’s Elevate conference in London. The topic, “Leveraging data and artificial intelligence (AI) for organisational transformation,” allowed me to challenge some common misconceptions about AI adoption and share practical insights on harnessing the power of existing data. In this post, I outline the key themes discussed and provide some additional context.

As artificial intelligence (AI) advances into the workplace rapidly, one of the most pressing questions on everyone’s mind is, “If machines can do our jobs faster, more accurately, and at a lower cost, what happens to us?” It’s true that AI is beginning to redefine the very essence of work, raising concerns about the potential displacement of knowledge workers. However, I’d like to propose an alternative perspective—one where those same workers earn the same or more whilst working far fewer hours.

I recently spoke with Duncan Jefferies about how businesses can effectively harness generative AI to drive organisational transformation. The resulting AWS executive’s guide to generative AI offers a comprehensive roadmap for business leaders navigating this transformative technology. Here are the key insights and practical steps for organisations looking to unlock the potential of generative AI.

I recently contributed to the AWS Executive’s Guide to the Digital Workplace, exploring how organisations can successfully navigate digital transformation and build robust cloud-based infrastructures. Here are the key insights leaders need to consider when driving workplace digitalisation.