AI Adoption

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.

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

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.

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

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.

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