Want To Lead With AI? Drop Your AI Strategy And Focus On These Four Planks Instead
If your ‘AI strategy’ lives separately from your value creating strategy you can have internal competition, not convergence.
If your ‘AI strategy’ lives separately from your value creating strategy you can have internal competition, not convergence.
Sixty percent of directors say their boards have increased time on risk oversight over the past two years—but fewer than half report closer integration with strategy.
Against a backdrop of accelerating disruption across technology, geopolitics and talent markets, making ever-faster, high-stakes decisions with increasingly imperfect information is the norm. Here’s how six CEOs are adapting.
Quarterly reviews often fixate on past performance, but CEOs and board chairs who deliberately carve out time for strategy can unlock the board’s full potential as a driver of long-term growth.
Spring, summer, fall, winter. McKinsey’s Carolyn Dewar on how directors can help their chief executive succeed at every stage of their ‘year.’
Boards are already moving toward more continuous, forward‑looking governance, but the next phase will demand bolder changes to agendas, data, tools and talent.