Kawal Advisory Group

[Kawal Advisory Group @KawalAdvisory]

@HarvardBiz Executives tend to share authority at the rate their scorecards allow. If pay and promotion still measure the function, the function will keep the decision. Shared accountability for AI usually begins with a shared measure, agreed before the first project.

[Kawal Advisory Group @KawalAdvisory]

@FT Restructurings driven by tax often change partners' decision rights as a side effect. Who votes on what under the new structure, and who may admit or remove a partner, deserves as much attention as the tax result.

[Kawal Advisory Group @KawalAdvisory]

A vacancy is the rare moment when a role can be designed rather than inherited.

[Devidasa Kawal @DevidasaKawal]

The best time to define a role is while it is empty. A vacancy lets a board or a founder decide what the seat should decide, before the next person's strengths quietly reshape it. Once someone is in the chair, the role tends to become whatever they are good at.

[Kawal Advisory Group @KawalAdvisory]

@HarvardBiz Innovation becomes a show when teams may propose but no one below the executive committee may fund. Giving a named leader a modest budget they can commit without further approval tells the organization the invitation is real.

[Kawal Advisory Group @KawalAdvisory]

Seeing across an organization is not the same as being entitled to decide across it.

[Devidasa Kawal @DevidasaKawal]

AI now lets a leader see across the organization in minutes. That visibility is a quiet temptation to decide matters that once belonged to others. Seeing more is a gift. Deciding more because you can see more slowly takes authority back from the people closest to the work.

[Kawal Advisory Group @KawalAdvisory]

@Inc The line that matters is between support and rescue. Support helps an employee carry out their decision. Rescue replaces it. Managers who agree in advance which one a problem calls for can offer help without quietly taking the decision back.

[Kawal Advisory Group @KawalAdvisory]

Settled should mean settled for the people who have already acted on it.

[Devidasa Kawal @DevidasaKawal]

In most organizations a few people can reopen a settled decision simply by raising it again. Every reopening tells the teams already acting that the decision was provisional. Naming who may reopen a matter, and on what new information, protects the people who moved first.

[Kawal Advisory Group @KawalAdvisory]

@CFG_Saudi The hardest findings concern the board's own composition, and the people best placed to act on them are the directors they describe. Assigning those findings to the nominating committee, with an independent facilitator, before the report is read keeps them from stalling.

[Kawal Advisory Group @KawalAdvisory]

Whoever sets the deadline has quietly decided how much the decision will be allowed to know.

[Devidasa Kawal @DevidasaKawal]

The deadline is a decision right that few organizations assign. Whoever sets when a choice must be made decides how much evidence it will rest on, and how many voices will have time to be heard. It deserves the same care as deciding who makes the choice.

[Kawal Advisory Group @KawalAdvisory]

@SpencerStuart AI becomes a leadership challenge at the point where functional leaders must decide what their teams stop doing. Those decisions are rarely assigned. Leaders who make them deliberately will shape their functions. The rest will find the choices made by adoption.

[Kawal Advisory Group @KawalAdvisory]

Kawal Advisory Group advises founders, chief executives and boards on authority, decision rights and governance: the conditions that determine whether an organization can make consequential decisions well. https://t.co/Z0grWvIN58

[Kawal Advisory Group @KawalAdvisory]

@ToGovern A practical test of whether the first four hold: when an AI safety alert and a clinician's judgment disagree, can the hospital say who decides, and does the board see how often the alert is overruled? Without that, AI arrives ahead of the governance meant to carry it.

[Kawal Advisory Group @KawalAdvisory]

Growth adds people faster than it adds decision rights. A useful annual check is whether the number of people who may approve spending has grown with the company. If it has not, the founders are still the approval process.

[Kawal Advisory Group @KawalAdvisory]

@TheIIA Keeping accountability in human hands includes the choices AI makes before any conclusion is reached, such as which transactions it samples and which it sets aside. The auditor who signs the opinion should own that scope as deliberately as the finding.

[Kawal Advisory Group @KawalAdvisory]

Board papers grow when no one is permitted to leave anything out. Giving the chair and the company secretary explicit authority to cut, with the chief executive's agreement, often improves a board's decisions more than adding analysis.

[Kawal Advisory Group @KawalAdvisory]

@Gartner_inc One reason returns are hard to show: the executive who approves an AI investment is often not the one whose budget must deliver the benefit. Naming the owner of the expected return at approval, not afterward, makes it far easier to demonstrate, or to stop.

[Kawal Advisory Group @KawalAdvisory]

Authority has three parts that are often granted separately: the right to decide, the resources to act, and the standing to be believed. A leader given the first without the other two holds a title and an argument.

[Kawal Advisory Group @KawalAdvisory]

As AI multiplies the proposals, the scarce resource becomes the person entitled to choose among them.

[Devidasa Kawal @DevidasaKawal]

AI makes options cheap. A team can now produce ten proposals where it once produced two. Deciding remains expensive, and the number of people allowed to decide has not changed. Organizations that multiply options without examining who may choose among them will build queues, not speed.

[Kawal Advisory Group @KawalAdvisory]

@HarvardCorpGov The 43 percent figure on chairs giving constructive feedback stands out. Directors accept feedback more readily from a chair who is assessed by the same standard. A credible review of the chair is what gives the chair standing to hold others to account.

[Kawal Advisory Group @KawalAdvisory]

@Korn_Ferry When AI savings beat forecasts, boards face a quiet decision: whether this year's efficiency becomes next year's baseline. Raising targets on one year of gains commits management to repeating them. That choice deserves a deliberate decision, not a default.