Governance is not the handbrake
Governance does not slow down AI projects. But governance as an afterthought does. Why your rulebook should be the first step in architecture planning, not the last.
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Thoughts. Experience. Orientation.
Insights from practice — on digitalisation, AI, leadership and governance for Swiss SMEs.
After the forum comes the real work
The real leadership question after the Business Excellence Forum is not "Which AI do we use?" but "Who wrote the rules?" Three questions every executive should be able to answer.
Read more →An AI agent's first day at work
Deploying AI agents without an overarching architecture multiplies the problem instead of solving it. Why Think-First applies to agent deployment too — and what onboarding looks like in practice.
Read more →Too early in the solution space
Everyone already knows what the solution is. But the problem has not been described yet. This pattern is more common than you think. And it costs more than any poorly implemented software.
Read more →The Reisepass: from first mandate to reliable partnership
Almost every mandate grows beyond the first question after three to four months. Governance gaps surface during an AI analysis. Cultural themes emerge mid-way through a security architecture project. The Reisepass turns the moment trust emerges into a reliable structure.
Read more →The cinema moment: are sheep stupid?
The cinema was dark. Ronja sat beside me. On the screen ran the film "Glennkill" — and soon only one question circled in my head: how much of this is actually real? Did an AI generate it?
Read more →Design Thinking in chaos: why customer-centric thinking is the only method that truly works in uncharted territory
When companies enter genuine uncharted territory: unknown markets, disruptive technologies, fundamental reorganisations. Classical project methods fail systematically there. Design Thinking does not. Why that is the case and how the method brings structure to chaos without sacrificing openness.
Read more →Governance as agility enabler: why rules liberate, not slow down
Governance has an image problem. Most people associate it with bureaucracy, slowness and control. The opposite is true when governance is set up correctly.
Read more →AI and leadership: sovereignty in a world reinventing itself
AI is changing more than processes: it is reshaping how decisions are made, who makes them, and what leadership even means. What this means concretely for management teams.
Read more →From caterpillar to butterfly: why metamorphosis is not a project
Digital transformation rarely fails because of technology. It fails because it is treated like a project, with a start signal, budget and end date. Why the metamorphosis metaphor is more than just a metaphor.
Read more →The danger of cognitive surrender
AI tools are productive. But while we celebrate the efficiency gain, a dangerous phenomenon creeps in: cognitive surrender. We are not just outsourcing tasks — we are outsourcing our thinking.
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