Boards today confront a paradox. On the one hand, they operate in an environment of radical complexity. On the other hand, directors remain bounded in their rationality despite the emergence of of AI. What is needed is the thinking board that debates assumptions, grounds itself in data, deliberates inclusively, and sustains dialogue with its stakeholders.

AI holds the power not only to improve the efficiency of governance mechanisms but also to democratize corporate oversight by making intelligence accessible and actionable across the corporate hierarchy.

This article proposes a dual-framing approach – combining “what if” and “what if not” perspectives in board decision-making – to address cognitive and procedural biases in risk governance.

As corporate boards were obsessed with digital transformation in the 2010s, what is the state of digital governance in 2022?

Mastering ecosystems is increasingly seen as key to strategic value creation in highly dynamic environments. The role of governance has...

There is much talk about new organizational forms and paradigm shifts in organizational design. This article argues that what often...

How to improve the compatibility of agile leadership with the principles of effective corporate governance?

Data has become the key asset for an increasing number of companies, fueling the emergence of technologies that drive value creation.

The waves of digitization cannot be ignored by the old industry. Datafication and platformization are the key developments.

Digitalization is a truly global phenomenon with the co-evolvement of different digital ecosystems. Which digital ecosystems will win?

The inherent high level of uncertainty and the dynamic nature of digitalization call for a comprehensive framework for its governance.