Summaries by M. Muneer, Ralph Ward

India Inc. faces accelerated CEO churn, stemming from improved governance but also dangerous impatience. This rapid turnover hinders long-term strategy and innovation. The author advocates for boards to shift focus from merely replacing CEOs to fostering an environment where capable leaders can thrive. Five practices are suggested: prioritizing sustained performance, continuous succession planning, joint CEO-board evaluation, distinguishing execution from external shocks, and strategic partnership. The goal is to create conditions for exceptional CEOs to stay, ensuring strategic continuity over efficient, costly replacement.

Indian companies are enthusiastically adopting AI, but directors overlook crucial D&O insurance exclusions. Insurers, wary of AI's unpredictable risks and unclear liabilities, are increasingly disclaiming coverage. This leaves directors personally exposed to "AI washing," exaggerated claims, and potential lawsuits, as governance lags behind adoption. Boards must meticulously inventory AI usage, establish formal governance policies, rigorously review D&O policies for AI-specific carve-outs, regulate employee AI usage, and exercise caution with internal AI tools. Failure to do so invites significant legal and fiduciary consequences, emphasizing that liability follows AI's unchecked integration.