While many of the risks associated with AI are now better understood, some organisations continue to experience undesirable outcomes with their integration. Take this little doozy involving Microsoft 365’s Copilot, which resulted in widespread breach of users’ privacy protections. Which brings me to ask, ‘How are you assessing the risk associated with the implementation of
The hardest choices are often the ones where the options are not clearly better or worse than each other. American philosopher Ruth Chang calls these choices “on par”. Her point is not that logic goes out the window. It is that even after you have done the analysis, there can still be a judgment call
I first wrote about hidden risks in strategy execution in my 2017 blog, Essence of Decision and the Cuban Missile Crisis, from which I drew the following lessons: Organisations have a creed that motivates their people – think Nike’s ‘Just do it!’. The picture at the top of an organisation is distorted by the way
Another flashback to 2015 – the year I felt boards really started to reap the benefits of articulating their appetite for risk, which inspired me to write ’What’s Your Appetite for Doing Business?’. In my blog last week, I suggested three leadership moves you could take right now given the current level of uncertainty, one of
Back in November 2015 I wrote the article ’Uncertainty is the strategic leader’s best friend’. While that year had some political upheaval in Australia with the ousting of Tony Abbott by his own party, which replaced him with Malcolm Turnbull, it was, in hindsight, a pretty stable year. Since then, we have had Brexit, Trump’s