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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 the 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.

Dive into Artificial Intelligence (AI) governance with these concise video series that are designed for board members and senior executives. The four short videos summarize insights on the challenges and opportunities of AI board governance. From understanding the need for “AI circuit breakers” to tracking risks and accountability, and finally embracing AI as a manageable challenge, this series addresses some of the key issues for staying on top of AI in your business.

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.

Following the enactment of the Corporate Transparency Act (CTA), the U.S. Department of the Treasury's Financial Crimes Enforcement Network (FinCEN) explained that the CTA and FinCEN regulations "would help protect the U.S.

As families and their advisers begin to prepare for U.S. entities in their succession planning structures to comply with the Corporate Transparency Act (CTA), consideration should be given to U.S. holding companies and the requirement to report a business street address. This "Supplementary Information" section of the final regulations issued by the U.S. Department of the Treasury's Financial Crimes Enforcement Network (FinCEN) sheds light on the business street address requirement and comments received by FinCEN. This article also describes options and considerations for complying.