Data Sovereignty Has Two Dimensions
Location and technical control are two separate questions. Answering only one gives the illusion of data sovereignty, not the real thing.
Information for boards and executive teams
Perspectives on AI, governance, cybersecurity and digitalisation for boards and executive teams.
In the AI Era, Certified Security Alone Is No Longer Enough
Why AI raises the likelihood of a cyberattack more than its damage, and why a certificate alone no longer protects a board.
Cyber Resilience Starts with Mindset, Especially at Board Level
A flight instructor's principle for the real event: why cyber resilience starts with mindset, not budget, especially at board level.
AI Environments: Human in the Loop Does Not Mean Human in Command
A self-run agent attack shows why human in the loop is not enough, and what boards need to know about real control over AI agents.
We Call AI an Intelligence; That Is Exactly the Challenge
Why the term 'artificial intelligence' dates back to 1956, why it sets the wrong expectations, and what that means for boards and executive teams.
What Building My Own AI System Taught Me About Governance
Four lessons from building a personal AI knowledge system, for assessing AI strategies at board and executive level.
Harmony as a Duty-of-Care Risk: When a Board Becomes Too Aligned
Why consensus on a board can put the duty of care at risk, and what conflict-capable boards do differently to enable resilient dissent.
When the Board Must Oversee What It Cannot Inspect
Why oversight of learning AI systems runs into structural limits, and the four pillars that carry an effective proxy oversight regime.
Hierarchy Is Not Obsolete
What the Hudson River incident and Swiss company law teach about accountability and voice, and why both leadership modes need to be named explicitly.
AI Against Fraud, AI as Fraud Risk: Two Control Loops, One Accountability
Why FINMA Guidance 02/2026 and 08/2024 put boards in front of two separate control loops that cannot be delegated to IT.