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Boards today confront a paradox. On the one hand, they operate in an environment of radical complexity. On the other hand, directors remain bounded in their rationality despite the emergence of of AI. What is needed is the thinking board that debates assumptions, grounds itself in data, deliberates inclusively, and sustains dialogue with its stakeholders.

AI holds the power not only to improve the efficiency of governance mechanisms but also to democratize corporate oversight by making intelligence accessible and actionable across the corporate hierarchy.

This article proposes a dual-framing approach – combining “what if” and “what if not” perspectives in board decision-making – to address cognitive and procedural biases in risk governance.

The nature of the debate on the role of business in society strongly suggests a cyclical nature, with constant attempts to balance...