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The Brazilian Imperative: AI in Brazilian Councils
From literacy to execution: why Brazilian councils need to act in the next 90 days The curiosity phase is over. Between 2023 and 2025, the Brazilian market went through an intense cycle of “AI literacy” — workshops, lectures, exploratory pilots. This cycle fulfilled its role, but now it takes its toll. Boards, investors and clients want to see a return. The question is no longer “what can AI do?” and it became “where is the amount she promised?”
Today's challenge is not to start using Artificial Intelligence, but rather to transform pilot projects into measurable value at the executive level. The reality is harsh: while 82% of companies report some positive ROI, 95% of pilots die before reaching production, creating the dreaded "Pilot Gap." The cause of this failure is not a lack of budget, but a failure of method: Lack of strategic alignment with business priorities. Fragmented or ungoverned data. Excessive focus on tools rather than solving real problems. The difference between the average and the leadership is stark: companies that scale AI with governance and method achieve $10.30 return for every $1 invested, almost triple the average of $3.70. For the Council, the success metric is clear. What defines who climbs: Focus on real business problems. Based on organized data (Data Readiness). AI KPIs tied to executive compensation and auditable governance from the outset. Before approving the next investment in technology, the Board's test must be one: the question that matters is not "are we using AI?". It's: "Are we getting a measurable return from AI — and do we have a plan to scale?" If the answer is not clear, your investment in innovation is at risk.
Why 66% of advisors are not prepared for the most important decision of the next decade The adoption of Artificial Intelligence has gone from being a trend to becoming a fait accompli: 88% of organizations already use AI in at least one business function. What did not keep up with this speed was governance. Most Boards of Directors still treat AI as a technology agenda — delegated to the CTO, discussed in 15 minutes at the end of the quarterly meeting, with no oversight framework and no risk metrics. This mismatch is not just an operational gap. It is a fiduciary exposure. This article presents the framework that Boards need to adopt to oversee AI with the same rigor applied to capital allocation and financial risk management.
I consolidated more than 10 hours of content from the biggest global governance and AI forums — from CEOs at Goldman Sachs, JPMorgan, and BlackRock to Brazilian board debates — into an article for those who need to make decisions, not write code. Some data that draw attention: 📊 82% of companies report positive ROI with AI ⚠️ But 95% of AI projects fail before they scale 🔒 80-100% of AI tasks require active human supervision ⏱️ Cycles of 4-8 months tablets to 2 weeks 💰 Prompt caching reduces AI operational costs by up to 90% The article covers 4 dimensions that every advisor and president should master: 1. Strategy — From “Conversational AI” to “Agentic Delegation” 2. Governance — Oversight frameworks, dual-use risks, data sovereignty 3. ROI — Real cases: TELUS, Zapier, Rakuten, Fountain, CRED 4. Brazil — How our councils are (or should be) dealing with the topic If you lead people and also need to lead the adoption of AI in your organization, this is the starting point.