#support-end-date

#support-end-date

Rather than stolen data making headlines, it was business stoppage that triggered attention. Moving into 2026, the board's focus should be on ensuring business continuity and building resilience in the face of emerging risks generated by AI usage and attack vectors, quantum computing and geopolitics.

Your AI pilot showed 94% accuracy improvements. The LLM is yielding solid results. You're getting defunded anyway. The reason? You solved a problem AI can solve. Your budget-holder needed you to solve theirs. Companies launch AI pilots that produce results, then stall at scale. The team's diagnosis: "They don't get it." What's really going on: These projects never earned budget-holder buy-in.

In a filing with the U.S. Court of Federal Claims on Friday, NITAAC explained that cancelling the contract is in line with President Trump's executive order, Eliminating Waste and Saving Taxpayer Dollars by Consolidating Procurement. "As a result of these efforts, HHS has shifted its focus away from re-evaluation of existing offers," the agency told the court. NITAAC also plans to extend CIO-SP3 for another year, which would push its expiration date until April 29, 2027.

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If your partner in Munich mishandles customer data, or your reseller in Paris uses a "black box" AI tool to generate deceptive ads, it isn't just their reputation on the line. It's yours. With the EU AI Act now in full swing and GDPR entering its "mature enforcement" era, the distance between a partner's mistake and your company's $20 million fine has never been shorter.

As audit committees confront a rapidly expanding risk landscape, their role in corporate governance is being reshaped. Boards have often turned to current and former CFOs as independent directors, particularly for audit committees, because of their ability to translate complex operational and financial realities into effective oversight.For example, this month, J. Michael Hansen, former EVP and CFO of Cintas Corporation, was appointed to the audit committee at Paychex.

I hear the same stories again and again. Estimates treated as promises. Plans turned into contracts. Teams punished for being wrong rather than rewarded for learning. Given experiences like those, it's understandable that many teams conclude the solution is to eliminate estimating and planning altogether. I think that's a mistake. Estimating and planning still matter-not because the future is predictable, but because it isn't. They matter because teams and organizations still have to make decisions about what to work on

Well, our guest today argues that the best way is by moving to a more project-driven model of work, up and down the organization from the corporate level to individual teams. He wants us to both ruthlessly prioritize as well as stay fluid so that we're identifying strategic goals, assembling teams to go after them, evaluating as we go, and then either continuing, shifting, or disbanding based on our outcomes.

To find the typical example, just observe an average stand-up meeting. The ones who talk more get all the attention. In her article, software engineer Priyanka Jain tells the story of two colleagues assigned the same task. One posted updates, asked questions, and collaborated loudly. The other stayed silent and shipped clean code. Both delivered. Yet only one was praised as a "great team player."