IT, Digital and Ai Governance Excellence
Next Generation Governance Group specializes in technology governance, providing board training, advisory services, and thought leadership to help boards fulfill their fiduciary responsibilities in an increasingly digital world.
Technology Duty of Care
Technology Rated # 1 Board Concern: NACD Survey
In the National Association of Corporate Directors’ January 2024 survey, a discerning analysis of the contemporary boardroom’s thinking was unveiled. Among the concerns that preoccupy today’s board directors, an intriguing pattern emerges: a significant majority, precisely 60%, grapple with the complexities of Digital and Information Technology governance and are concerned they are meeting the requirements of a directors duty of care responsibility
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Delving into the crux, the survey's Top 10 concerns are not merely a list but a testament to the evolving landscape of corporate governance. Of particular note are concerns #3 and #5 – the ever-changing cyber security threats and the rapid advancements in Artificial Intelligence. These are directly tethered to the digital and IT realm, underscoring the undeniable impact of technology on strategic oversight.
Yet, the digital domain's influence permeates further, subtly underpinning concerns #7 and #8 – the shift in consumer behaviors and the turbulence of business model disruptions. This is a clarion call for board members to recognize the seismic shifts induced by digital innovation. In sectors where the winds of disruption blow fiercely, the adept harnessing of digital and technological prowess is not merely advantageous but essential. It molds consumer expectations and forges new, formidable business paradigms. Board directors, therefore, must be both vigilant and visionary, ensuring that technology's potential is fully leveraged in sculpting future-forward business strategies.
The survey's paramount concern, the specter of economic downturn, casts a long shadow over digital and IT funding. This precarious balance between cost containment and strategic investment during fiscal contractions demands astute boardroom deliberation. The imperative is clear: to navigate this tightrope with a judicious allocation of resources that safeguards the enterprise's long-term vitality without succumbing to the myopia of short-term expediencies.
The quest for talent, highlighted as concern #4, mirrors the broader challenge of keeping pace with technological innovation. The voracious demand for skilled technologists far outstrips supply, a trend that is only expected to intensify despite AI-driven productivity gains. Herein lies a strategic imperative for board governance – to architect a forward-looking talent strategy that not only addresses immediate needs but is adaptable to future demands.
The interplay among these concerns adds layers of complexity to board governance. For instance, the advent of AI not only necessitates a reservoir of technical talent but also strategic acumen to navigate potential market opportunities. Moreover, AI's influence on consumer behavior and business models – catalyzing omni-channel experiences and novel customer engagement methods – requires a talent strategy that is both prescient and agile.
This survey serves as a compelling narrative on the strategic implications of digital and IT for contemporary enterprises. It reinforces the perspective championed by IDD: that Digital and Technology are far from mere operational tools. They are pivotal forces reshaping the strategic landscape, commanding board-level attention and governance. In this era of digital ascendancy, boards are increasingly cognizant of the strategic dividends and risks technology presents, prompting a proactive stance in refining governance frameworks for this critical corporate asset.
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Next Generation Governance Group
Technology Governance for Modern Boards
Our Services
IT, Digital & Ai Governance Framework
Unlock the full potential of your digital and technology governance with our Board Technology Governance Framework.
It delivers easy to understand reports and processes for clear visibility into strategic, tactical, and operational components of your technology investments.
Boards can evaluate new initiatives, align them with long-term strategies, track technology portfolio progress, and address risks around capabilities, skills, and readiness.
You don’t have to be a tech expert to govern high-tech investments—just have the right framework.
Digital Strategy Review
Our Digital Strategy Review framework helps boards develop or refine digital and IT strategies, especially when internal expertise is limited. It tests assumptions, validates best practices, and ensures strategies align with long-term value creation.
The framework equips boards with insights to ask relevant questions and engage effectively in strategic discussions with lasting implications. It clarifies the boundary between governance and management, guiding when to step in, partner, or step back.
With management teams averaging five-year tenures, today’s digital decisions shape competitiveness for the next 5 to 10 years. This underscores the board's role in maintaining a long-term view of strategy, capabilities, and risk.
Our framework empowers boards to provide oversight and guidance, ensuring digital strategies are resilient, future-proof, and tied to value creation for lasting success.
Digital Leadership Assessment
Are you struggling to assess the digital talent of your senior leadership team, including the CEO and board members?
We know that having the right mindset and knowledge regarding digital technology is crucial to your organization's success. That's why we offer comprehensive services to assess the skills of your team and provide tailored training and knowledge strategies to improve their knowledge and insights.
Our focus is on empowering your board of directors to make informed decisions regarding technology and digital transformations, giving your organization a competitive edge in the digital age.
Don't let a lack of digital expertise hold your organization back - join us today and let's take your technology strategy, risk and talent governance to the next level.
Transformation Risk Assessment
Is your organization ready to seize new horizons, but fear of the unknown risks is holds you back? Don't let doubts hinder your progress. Our unparalleled Transformation Risk Governance Assessment service is here to help you rationally evaluate enterprise risk when doing taking on high risk, enterprise bets.
Innovation thrives with a reliable ally by your side. Our seasoned professionals have a track record of helping evaluate enterprise risks from a governance perspective so that you can work with management to reduce them by asking the relevant questions.
Board Training
Technology is reshaping industries, but you don’t need to be a tech expert to make informed, strategic decisions. Our Board Training Program equips directors with the knowledge to critically assess digital initiatives, challenge assumptions, and guide organizations through technological disruption—all without the jargon.
We translate complex technology into clear, business-focused insights, giving you the digital fluency to strengthen governance, mitigate emerging risks, and position your company for long-term success.
Technology is a business issue—make sure your board is ready to lead
Mission
Advancing Directors Leadership in Technology Strategy, Risk & Talent Governance.
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How a Board’s Digital Strategy Created a Competitive Edge
A mid-sized industrial supplier, started losing market share to a data-driven competitor, the board knew it needed a technology-driven competitive strategy. The CEO proposed investing in AI for supply chain optimization, but the board hesitated—was it just another expensive IT project or a real business advantage?
Recognizing that enterprise-wide digital transformation requires board-level engagement. Our advisory team, using our IT, Digital and Ai Governance Framework, helped the board develop a reusable process to evaluate omni-channel customer experience platofrms, AI and other technologies, beyond just automation—showing not only cut costs but also how to create new customer value
The board shifted its mindset, seeing AI or technology in general, not as an IT investment but as a market differentiator.
Without board-level leadership, many initiatives will remained single-point IT solution instead of a company-wide transformations. By aligning digital strategy with business goals they didn’t just keep up—it took the lead.
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How One Board Transformed Digital Uncertainty into Strategic Advantage
When a client faced a major strategic crossroads, its board knew that technology would define the company’s future—but they didn’t know how to translate digital potential into business outcomes. AI, automation, and data-driven decision-making were reshaping the industry, yet the board lacked the expertise to confidently navigate these shifts.
Their IT team, while highly capable in managing systems, focused on execution rather than strategy. They could optimize processes but struggled to connect technology investments to enterprise-wide business value. This left the board with fragmented information, making it difficult to make informed, high-stakes decisions.
Through our advisory services, Digital Strategy Review, the board gained clarity on AI-driven business models, digital risk management, and investment strategies. We helped them frame technology discussions in business terms, ensuring that every digital initiative aligned with their long-term goals.
With our guidance, they implemented an customer focused omni-channel experience outpacing competitors.
Their digital transformation became a strategic differentiator, not just an IT upgrade.
Today, the board leads with confidence in the digital age—bridging the knowledge gap and turning technology into a competitive advantage.
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Balancing Innovation and Cybersecurity: A Board’s Strategic Dilemma
When a client began exploring AI to enhance customer engagement, the board saw an opportunity. A chatbot powered by generative AI could improve client interactions, reduce response times, and cut operational costs. The CIO pitched the project as a game-changer for customer experience, and leadership was eager to move forward.
But during the same quarter, a cybersecurity assessment revealed gaps in the company’s defenses, particularly against sophisticated phishing attacks and ransomware threats. The CISO presented an alternative investment—a proactive security upgrade to protect critical financial data. The board faced a tough choice:
Invest in AI innovation to stay ahead of competitors in customer experience.
Prioritize cybersecurity to mitigate a growing risk that could lead to financial loss, reputational damage, or regulatory penalties.
Rather than choosing one over the other, the board engaged us to help quantify the risks, assess the ROI, and develop a balanced strategy.
We guided the board in adopting a tiered approach, securing critical systems first while allowing a controlled AI pilot to proceed. This protected the company’s digital future without stalling innovation.
By aligning cybersecurity with business goals—not just treating it as a cost center—the board ensured protection without overspending or derailing high-value projects.
Bottom line was that the board did not have to choose between security and growth.
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Beyond the Numbers: Turning an Acquisition into a Competitive Advantage
A leading B2B services firm was acquiring a smaller competitor with a strong client base and solid financials.
On paper, the deal made perfect sense. But the board recognized that in today’s market, true value goes beyond revenue and contracts—it’s in technology.
Rather than treating IT as an afterthought, they engaged us for a technology due diligence review. What they uncovered reshaped their strategy:
Hidden Opportunity: The acquired firm’s internal client portal could be repurposed into a self-service platform, improving customer experience and retention.
New Revenue Stream: A proprietary analytics tool had the potential to become a marketable service, creating fresh business opportunities.
Hidden Risk: Cybersecurity gaps and outdated software required attention before integration, preventing costly surprises.By looking beyond traditional M&A metrics, the acquiring company didn’t just gain a new business—they unlocked digital capabilities that gave them a competitive edge.
M&A isn’t just about assets—it’s about the future. Is your board unlocking the full potential of every deal? Let’s talk.
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