A.I.: Who’s Driving?
To think about the future of AI governance, perhaps it’s useful to revisit how we managed—or didn’t manage—another Promethean advance.
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To think about the future of AI governance, perhaps it’s useful to revisit how we managed—or didn’t manage—another Promethean advance.
If your stock is running behind over the last 18 months and you haven’t gamed out what you’ll do when an activist comes calling, now is the time.
The most effective strategy in business is getting short shrift in the boardroom, says best-selling author Fred Reichheld, the father of the Net Promoter Score. To truly compete—and build a company with lasting value—directors must refocus attention on the one person that drives everything else: the customer. Here’s how.
What’s the chief executive of world’s largest electronics distributor seeing that you should be paying attention to? Plenty. “Everybody goes back to the old ways. That’s always a danger.”
The rules do not set a clear bar for 8-Ks, such as financial impact. “A lack of quantifiable harm does not necessarily mean an incident is not material.”
To survive in an out-of-control era, David Moffett, former vice chair and CFO of U.S. Bancorp and a director at CSX and PayPal, outlines a framework to help boards refocus on what’s in their control—capital allocation, compensation, communication—with newfound vigor.
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