Can a board delegate a decision to an algorithm without delegating its accountability?
AI is moving rapidly from experimentation into ordinary business operations. Companies increasingly use algorithms to assess creditworthiness, detect fraud, price products, screen candidates, manage investments and identify compliance risks. This raises a fundamental corporate-governance question: when a board authorises an algorithm to make or materially influence a corporate decision, who remains accountable for the outcome?
If you've enjoyed this content, subscribe today for our exclusive governance insights.
The first year of a CEO’s tenure is treated as a test of leadership when, really, it is a period of organisational integration that can shape long-term performance.
The FRC has published its Annual Review of Corporate Reporting 2025/26 & found that the quality of corporate reporting by FTSE 350 companies has been maintained.
This update highlights key considerations for effective AI oversight & offers practical prompts to help organizations strengthen their AI governance frameworks.
Effective board leaders build relationships, showcase expertise, set high standards, and seek differing views.
Amy Rojik & Meroe Park, former CIA & Smithsonian Institute COO, explore how nontraditional leadership paths can strengthen board effectiveness.
This study focused on what experience today’s DAX board chairs bring to the table and how well this experience prepares them for the role of supervisory board chair.
This report provides a final update on the 2026 AGM season, covering key pay developments this year & an overview of Exec & NED market data for FTSE 100 companies.
Spencer Stuart researches board composition & governance practices among the largest U.S. companies & how they support effective governance. What themes ring true?