Category: Leadership

A precision steel dial instrument with a bronze calibration ring rests on a worn dark oak workbench beside an open ledger.

Your people are working around the AI you bought

AI adoption stalls on unchanged workflows, incentives and trust conditions — not the technology. What executives must redesign to unlock enterprise value.

A long dark walnut boardroom table set with eight high-backed leather chairs, each with a closed leather folder and water glass in place. One chair, second from the head of the table, is pulled slightly back and unoccupied; a brass nameplate at the empty seat catches a narrow shaft of warm light from a high window. The rest of the room is cool, desaturated midnight blue and slate grey. No people are present.

The C-suite has not agreed on who owns AI accountability

AI accountability has been claimed across the C-suite but not assigned. The board’s question receives an answer-shaped silence. Assess where it actually sits before the board, the regulator, or the incident does.

Dark architectural lattice of governance nodes with one bronze-lit node at centre, representing ungoverned AI exposure inside the boardroom.

Nobody governs AI for the board.

AI use is moving inside board and executive functions through consumer tools without governance records. Board AI governance is now a personal liability question, not an emerging discipline.

$An executive's hand lifts the corner of a clean green glass status report panel on a dark boardroom desk, revealing fractured red structure and hidden mechanism beneath — a visual metaphor for watermelon project reporting where surface signals hide the true state.$

10 executive actions when the project is green on paper but red in reality

The project is reporting green and you can already see it is not. Here is how a board takes back the line of sight — and the judgement — that watermelon reporting has been quietly taking from it.

Fishbat · Scrum across the entire marketing business · ZXM Advisory

Fishbat ran Scrum across sales, delivery, and client management in one operating rhythm. CEO embedded in Sprint governance.

5 Scrum Master Myths (and 5 Facts You Probably Didn’t Know)

What does a Scrum Master do all day? Run events and facilitate meetings? The Scrum Master role has evolved greatly over the last 20 years and now encompasses leadership, coaching, and growing agility through Scrum.

Agile training for executives. What do you need to learn to create the agile enterprise?

Learning how to drive through value with a focus on the customer is key to executives creating an agile organisation.

Agile maturity assessments: Going back to Shu Ha Ri.

Learn about the only agile assessment and coaching tool based on data analytics that can predict how agile you really are.

Scrum Changes: Self-Organisation vs Self-Management

The new version of Scrum (2020) says teams should be self-managing. What does this mean and what are the impacts for managers?

Executive agility: To be able to pivot and respond effectively in times of change

How do executives ensure their agile teams remain productive and how do you create a culture that can pivot and adapt to meet market changes? How to create the measures to help you steer when the speed of change is rapid and understand the leading indicators to track to reduce your risk profile.