The potential of artificial intelligence is dazzling—but for leaders making decisions, it can be a poor substitute for trusting your gut.

Recent failures in corporate governance raise questions about boards’ approaches to identifying and managing risk.

It is easy to see the tragic situation unfolding in Ukraine in terms of a failure of risk perception by both Russia and the West.

How many board meetings result in real progress for your company? Make sure these discussion points have a regular spot on the agenda.

There is an inherent conflict of interest between main and executive boards, with two different time horizons and two different risk impacts.

You must resist telling investors to stop interfering, however tempting—your board does not want to gain a reputation for hostility.

The company has destroyed the trust of passengers and employees, and demonstrated the consequences of making decisions based only on cost.

A board’s highly sophisticated procedure for making risk decisions can often be undermined by a failure to identify risk in the first place.