Let me paint a quick scene. It is a Tuesday morning in March. The annual general meeting of a Nifty 50 company is two weeks away. The board has spent six months on a thoughtful, intentional decision to delay CEO succession by a year — because the company is mid-way through a major acquisition and continuity matters. They have explained the reasoning in earnings calls, investor letters, and the proxy statement. Somewhere in a server in New York, an AI system ingests that proxy

Introduction The AI Race Has a Leadership Problem Nobody Is Talking About The meeting had been going for forty minutes. The CEO was asking a simple question — "What does our AI strategy actually look like across the business?" — and the room had gone quiet in that particular way rooms go quiet when nobody wants to be the first to admit they don't have a clean answer. The CTO spoke about infrastructure. The CDO spoke about data pipelines. The head of digital spoke about three

If you speak to directors privately, not during the official meeting but afterwards, over coffee or in the corridor, you’ll hear something interesting. It’s not panic. It’s not even fear. It’s uncertainty. Not the usual kind. Not the “markets are volatile” kind. Boards have handled that for decades. This is different. The uncertainty now is about understanding what exactly they are responsible for in a world that keeps rewriting the rules. The key issues for boards in 2026 ar

Not long ago, companies had the luxury of time. If something went wrong with their systems, their data, or even their people, they could say, “Let’s audit this next quarter.” A few meetings, a long report, some damage control… and life moved on. That world is gone. In 2026, everything moves fast — especially problems powered by AI. A biased hiring tool can reject hundreds of candidates in one afternoon. An automated loan system can quietly block an entire neighborhood before

Let’s be honest: AI is moving faster than most boardrooms can process , and cybersecurity threats… well, they’re not politely waiting for anyone to catch up either. If anything, they're evolving at double speed — supercharged by the same AI tools companies are trying to adopt for growth. We’ve entered a strange moment where boards are expected to make decisions on technologies they didn't grow up with, didn’t manage in their careers, and — in many cases — barely feel fluent i

In today’s digital economy, the role of data has evolved from being a means to an end to being the end itself. However, in the current race by businesses to leverage the power of AI within their products, platforms and processes, the data that is the force multiplier in this process has never been so vulnerable as it is today. The amount of global data creation is likely to surpass 181 zettabytes, and most enterprise data is now distributed across Multi-cloud and Hybrid envi

In 2025, the C-suite in India is expected to act boldly on artificial intelligence, particularly in the impactful area of Generative AI...