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Artificial Intelligence (AI) is rapidly becoming an integral part of our daily lives and workplaces. With AI’s growing prevalence, organizations must consider developing not only an AI strategy but also a robust internal AI policy. This guide outlines the reasons for establishing an internal AI policy, the stakeholders involved, essential policy components, and best practices for communication and implementation. HR departments should also create their own AI policies, focusing on areas such as recruitment, onboarding, training, timekeeping, and compliance.

With artificial intelligence’s (AI) prevalence, companies must consider developing not only an AI strategy but also a robust internal AI policy. Download this checklist for a step-by-step guidance on how to create an internal AI policy for your organization. For the in-depth insights on developing an internal AI policy, explore the Comprehensive Guide.

While business continuity planning and good crisis management are important, organizational resilience encompasses much more. An integrated approach to resilience provides organizations a competitive advantage over less-prepared peers, as well as the ability to adapt to constantly changing external circumstances. Organizations would be well-served to adopt a structured, disciplined resilience approach that accounts for situations in which multiple risk events interact.

Artificial Intelligence (AI), including generative AI, has the power to transform your enterprise—to the extent you can integrate its capabilities and drive adoption. In other words, the limit is not within the technology itself, but within your ability to imagine and implement practical applications. Getting started with AI is about more than how you’ll use it. It’s about preparing your data, systems, processes, and most of all, your people. You need a data-driven, people-centric, and governance-focused AI strategy.

The pay levels for board directors have been increasing as the board members’ responsibilities grow with the need to fully understand and navigate the challenges arising from a variety of areas including geopolitical risk, regulatory complexities, macroeconomic shock, climate/environmental challenges, and technology advancements.

The pay levels for board directors have been increasing as the board members’ responsibilities grow with the need to fully understand and navigate the challenges arising from a variety of areas including geopolitical risk, regulatory complexities, macroeconomic shock, climate/environmental challenges, and technology advancements.

The pay levels for board directors have been increasing as the board members’ responsibilities grow with the need to fully understand and navigate the challenges arising from a variety of areas including geopolitical risk, regulatory complexities, macroeconomic shock, climate/environmental challenges, and technology advancements.

The pay levels for board directors have been increasing as the board members’ responsibilities grow with the need to fully understand and navigate the challenges arising from a variety of areas including geopolitical risk, regulatory complexities, macroeconomic shock, climate/environmental challenges, and technology advancements.

Many successful family-owned businesses are managing embedded family offices within their existing operations to maximize the benefits and opportunities gained from the unique structure. But in time, the needs of both the business and the family shift for various reasons that include the family growing and earlier generations transitioning out of the business. If you aim to run a best-in-class, well-functioning family office while also operating a family-owned business, consider these best practices and related emerging trends.