Inside Boardrooms

Most boardrooms are starting with the wrong AI governance question. “Which AI tools are we using?” is an inventory question. The board question is: “Which material decisions are we allowing AI to influence—and who remains accountable for each one?” Good governance does not require directors to become data scientists. It requires management to make the #ai governance chain more trustworthy: • purpose and strategic fit • accountable owner • approved risk appetite • human review and escalation • performance and control monitoring • third-party dependencies • ethical and responsible use • data privacy and data protection That chain should apply across internally developed models, embedded software and external AI services The board governs the risk, value and accountability architecture. Management operates within it. AI governance should therefore appear in strategy, enterprise risk, internal control and assurance—not live as an isolated technology policy. Where should board oversight stop and management accountability begin in your organisation? #CorporateGovernance #AIGovernance #Boards #RiskAdvisory #AritificalIntelligence https://lnkd.in/ezJDimDx

#Grok 4.5 is one of the best options inside #Perplexity Computer Not because it is the flashiest model. But because it delivers the highest agentic research performance (WANDR 0.328) at roughly half the cost of Claude Opus 4.8 — while uniquely combining native X search and Zero #DataRetention Most models excel at isolated answers. Very few perform as true conductors that decompose complex research, assign specialized sub-agents, and synthesize reliable outputs 🎇Three facts stand out: 👉 Orchestration leadership Grok 4.5 leads the internal WANDR benchmark for wide, multi-step #agentic research. #Claude Opus 4.8 scores 0.254. #GPT-5.6 sits at 0.289 👉 Cost that compounds ~$4.76 per trial versus $9.46 for #Opus. Across repeated professional workflows, the gap becomes material. 👉 Capabilities others lack Native X search + immediate ZDR readiness. No other dropdown model currently matches this combination for real-time signal and enterprise compliance needs Trade-offs exist (context window and knowledge cutoff), but they are manageable with simple pre-chunking and tool routing. The real decision is no longer “which model is smartest.” It is which model delivers the best cost-performance plus differentiated tools for sustained agentic work. I have distilled a detailed analysis into a clean #Presentation What is your current default orchestrator in Perplexity Computer — and why? #AgenticAI #Perplexity #Grok #EnterpriseAI #AIResearch #Boardroom #Directors #CTO #CIO #DPDP #GDPR

#CorporateGovernance Principle‑led corporate governance is no longer a “good to have” – it is the operating system that connects boards, investors and regulators in a high‑stakes, high‑scrutiny world ✅ From statutes to stewardship Since the Companies Act 2013, Indian boards have discovered that directorship is a high‑risk, high‑accountability role, wherein, the downside of weak governance includes real personal exposure. At the same time, SEBI’s evolving LODR framework and global listing rules have pushed listed entities toward greater transparency, timely disclosures and investor‑friendly governance structures #SEBILODR Yet, law and checklists alone do not create resilient governance; they only define the minimum. Principle‑led governance starts where the statute ends – in how boards internalize accountability, fairness, transparency and independence as daily practice, not annual-report vocabulary. ✅ ISG stewardship principles: why US and Other boards should care: The Investor Stewardship Group (ISG), representing over US$30+ trillion in U.S. equity markets, sets out six stewardship principles for institutional investors. These same investors also expect boards of U.S.-listed (and globally benchmarked) companies to be accountable to shareholders, maintain strong independent leadership, and adopt board structures and incentives aligned to long‑term value For Indian subsidiaries of global groups, this translates into a simple reality: your board is being evaluated not only on Indian law compliance, but also on its alignment with global stewardship expectations around board independence, committee effectiveness and responsiveness to investors. ✅ From theory to boardroom design: principle‑led choices When a US/UK parent sets up a step‑down subsidiary in India, the real governance decision is not just “who will be directors?” but “what principles will this board embody?” Bringing clarity to objectives, mapping stakeholder relationships and scanning both home and host‑country regulations is the first step; the second is intentionally designing board structure, delegation and information flows to control incentive risk and information risk ✅ In practice, this means: ✔ Aligning the subsidiary board with strong Governance expectations, even where local law may allow weaker baselines. ✔ Treating institutional investors and lenders as stewardship partners – proactively explaining your governance approach, risk appetite and escalation mechanisms, rather than reacting only at AGM time ✔ Hard‑wiring the four pillars (accountability, fairness, transparency, independence) into charters, board calendars, MI dashboards and evaluation processes, so that they guide behaviour, attitudes & actions – not just presentations. ✅ So, What are the Key success factors for an effective corporate governance system? - Find out more in the enclosed Presentation #BoardOversight #RiskManagement #BoardLeadership #BoardGovernance #Leadership #StrategyExecution