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Is AI good or bad? I have come to see that as the wrong question. AI is an amplifier - of human intelligence and creativity, but also of bias, greed, surveillance and institutional power.

A conversation about Dan Brown’s Origin became a living example of using AI to think better. These excerpts show AI clarifying complex ideas, identifying deeper questions, challenging assumptions and helping turn broad ambition into practical direction.

Most discussion about AI focuses on automation, productivity and job elimination. My experience—and Dan Brown’s Origin—point to something potentially more consequential: AI’s ability to amplify how people question, connect, imagine and decide

AI glasses, meeting notetakers, Zoom recordings, and AI scribes create privacy and consent risks when organizations use them without governance oversight.

Learn how to spot AI glasses, understand the privacy risks of hidden recording, and see what Canadian law says about consent in casual and clinical settings.

RFP Radar helps businesses find Canadian government tenders using buyer language. BidBetter turns each opportunity into a structured go/no-go decision.

Rating scales measure how directors feel about their governance. This AI assessment measures whether they can actually do it. Free. 15 minutes. Try it.

The first wave of serious enterprise AI adoption is behind us. The results are in. McKinsey found 88% of companies use AI — but only 39% see earnings impact. Four lessons emerge from companies like JPMorgan, Walmart, Bank of America, and Klarna. None of the lessons are about the technology itself. They're about leadership accountability, problem definition, data readiness, and knowing where AI adds value versus where it doesn't.

Mark Carney's "AI for All" strategy aims to lift Canadian business AI adoption from 12% to 60%. A look at what it promises, where Canadian business really stands, and whether it helps.

A practical governance toolkit for board directors — six specific questions to ask management about how AI is being deployed, managed, and overseen.

Governance board evaluations measure confidence, not competence. Here's what the research shows — and what rigorous governance evaluation actually requires.

I built five AI apps in weeks — and discovered the real board-level risk isn't fewer developers. It's whether your organization can safely absorb AI-accelerated output.

A guide for boards and senior leaders: how to spot AI-written executive content, why it quietly erodes credibility, and how to use AI well in your own writing.

Five AI-generated questions every Board should ask the CEO to strengthen strategy oversight, expose hidden risk, improve Board-CEO alignment, and create clearer CEO accountability. A practical governance article for directors, CEOs, and leadership teams using AI to improve decision-making and Board effectiveness.

Here's the problem that rarely gets named: the industry's reliance on scoring scales wasn't just a design choice. It was a technical ceiling.

Oversight of the CEO is a Key Board Governance Responsibility One of the Board’s most important responsibilities is oversight of the CEO. It is the CEO who is entrusted by the Board to execute the organization's mission and carry out Board-approved strategy. However, many Board oversight processes still rely heavily on financial reporting, management presentations and periodic updates that may not/often do not provide a complete picture of organizational risk, execution or st

AI doesn't retrieve facts — it predicts words. And it delivers fabricated statistics, sources and conclusions with complete confidence. Learn why AI risk governance is now a boardroom issue, and what organizations must do to stop it.

Most organizations already have more data than they can effectively process. Market reports, competitor announcements, customer feedback, regulatory updates, economic trends, operational metrics, industry commentary and internal reports are arriving constantly. The challenge is no longer access to information. The challenge is turning information into insight quickly enough to support better strategic decisions. This is where AI can become extremely valuable for Boards and se