Insights

Most business leaders I talk to are in the same position. They know AI is something they need to take seriously. They've probably had a few conversations about it, maybe sat through a vendor demo or two. And they've come away thinking: okay, but where do I actually start?

Two questions every board should be able to answer: where is AI being used across the business right now — including tools staff have adopted without approval? And which parts of your revenue are most exposed to AI changing customer expectations or competitor economics? If either answer is vague, you've got a governance gap. This post sets out a practical, board-ready oversight model covering both lanes: internal controls and external market resilience. No 90-page policy suite required.

AI is reducing the cost of intelligence.

That sentence sounds abstract until you translate it into commercial reality: when intelligence becomes cheaper, many knowledge-heavy products and services face pricing pressure, faster substitution, and new competitors who can deliver “good enough” outcomes at radically lower cost.

I once sat in a board meeting where the Chair declared that most people didn’t understand the word strategy. An awkward round of definition volleyball ensued - everyone batting around their own version, nobody quite sure who scored the point.

The underlying message was clear: strategy was the sacred domain of big-brained intellectuals.

How to assess your competitive position when the rules are being rewritten.

Artificial intelligence isn’t just another technology trend - it’s a structural shift reshaping industries, business models, and entire markets. But with so much noise, hype, and rapid change, it can be hard for leaders to understand what AI actually means for their competitive position.

The companies, the people, and the power structures shaping the future of intelligence.

Artificial intelligence feels magical from the outside - but like every great illusion, it’s powered by human beings behind the curtain. Understanding who these people are, how their organisations operate, and what behaviours they display is essential for CEOs and business leaders who now rely on AI as part of their strategic landscape.