Morten Efferbach

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 that none of the...

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 effective, act...

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 experienced three days...