When AI is so strategic and fails so often when trying to create value and revenue growth, the management of the risks associated with AI - and how you manage them - becomes equally strategic Every leadership team I meet this autumn is working on the same three things: a sharper go-to-market motion, tighter execution, a better product strategy. Good. Those are the right things to work on, whether the company has 20 employees or 20,000. But I keep coming back to a question tha

Most boards rate themselves as good or better. The data says otherwise - and it isn't a training problem. It's a room problem. If you asked your board how it's doing, most directors would tell you: good, maybe very good. That is not a guess - it is what boards themselves report, globally, at scale. It is also, according to the same research, not a reliable answer. Across thousands of directors surveyed worldwide, a consistent and uncomfortable pattern emerges: boards feel eff

Leadership Capital Group · The Board Intelligence Series There is a particular kind of irony when the company building some of the world's most advanced AI models delivers, all by itself, a textbook example of how AI governance can go wrong. Not in the model's intelligence - but in the simple, human decision of when a customer needs to reach an actual person. That is precisely what recently happened at Anthropic, the company behind Claude. The case, briefly A customer experie

The more aggressively an organisation automates with AI, the more it will depend on experienced human judgement to oversee the result. Yet those are precisely the people being made redundant right now - often with AI itself as the cover story. The data says this is not efficiency. It is fragility. There is a paradox running through almost every AI transformation programme of 2026, and very few boards are naming it. The harder a company pushes AI into its operations, the more

How the LCG Workbook Collection Gives Leadership Teams the Infrastructure to Grow in Troubled Times Editor's note (July 2026): This article was originally written when the collection comprised five workbooks. The Board Intelligence collection has since grown to eight workbooks, with a ninth — Execution Tax — also ready. See the full, current overview at leadershipcapitalgroup.dk/board-intelligence. The gap isn't knowledge. It's governance. Three global surveys — on AI, on cyb

Most SME owners focus on growth, sales, and new customers.Fair enough. But here’s the hard truth: If your business can’t withstand a shock,your growth doesn’t matter. The world is becoming more unstable — not less. Cyberattacks Supply chain disruptions Financial volatility Geopolitics This doesn’t just hit large enterprises.It hits hardest those who are unprepared. So what do your stakeholders choose? 👉 The bank chooses the company that survives the next crisis👉 The custom

Companies are increasingly facing one clear demand: Document that you can survive the next crisis. This requirement does not come only from the board. It comes from customers, partners, banks, and insurance companies. They are asking specific questions: Can you withstand a cyberattack? What happens during climate-related events? Can you continue delivering if your supply chain collapses? What if key employees suddenly disappear? How do you handle trade barriers, geopolitical