A standing guide for owner-managed businesses, their boards and their advisers The Dawgen Value Architecture™ — six pillars of private company value. This guide addresses Pillar 3. The Dawgen Value Architecture™ Most owner-managed businesses in the Caribbean are worth less than the people who built them believe. That is not a comment on the...
A standing guide for owner-managed businesses, their boards and their advisers The Dawgen Value Architecture™ Most owner-managed businesses in the Caribbean are worth less than the people who built them believe. That is not a comment on the quality of those businesses. It is a comment on the difference between value that exists and value...
What belongs on the board’s cyber and AI page — and what does not There are two kinds of cyber paper that reach Caribbean boards, and neither of them works. The first is thirty slides prepared by someone technical, containing patch counts, vulnerability severities, tool coverage percentages and an architecture diagram. It is accurate, it...
Why boards are being offered confidence about AI when what they need is assurance A director asks a reasonable question at a board meeting: are we comfortable with how AI is being used across the business? Management answers yes. The answer is sincere. It is delivered by people who are competent, who have thought about...
Why your third-party contracts are the largest unexamined AI exposure in your organization Ask most executive teams in this region whether their organization uses artificial intelligence and you will get a confident answer. Not yet. Perhaps next year. We are watching it carefully. Then ask a narrower question. Which of your vendors use AI...
Why artificial intelligence has already entered your organization — and what your board can do about it There is a particular kind of risk that never appears on a risk register, because nobody ever made a decision that would have put it there. No paper went to the board. No business case was approved. No...
IN BRIEF IFRS 17 was implemented as a reporting obligation. What it actually built, in most insurers, is a management information system that nobody has been asked to use. Three things the standard produces were not previously visible: how much unearned profit is stored in the existing book, which products are losing money at the...
IN BRIEF Most trustee and board discussion of a pension plan begins and ends with the funding ratio. It is the wrong number to end on — not because it is inaccurate, but because it describes one day and says nothing about whether the plan recovers from it. Three questions matter more. How mature...
Executive Summary Across nine articles, this series has argued for independent evidence: assessments that examine, tests that prove, boards that verify. This tenth article confronts the uncomfortable place where most of that good work goes to die — the findings tracker. Every organisation that has ever commissioned an assessment owns one: a spreadsheet or register...
Executive Summary Ask any Caribbean board what cyber scenario it fears most and the answer arrives without hesitation: ransomware. The fear is rational. A successful ransomware event is not an IT incident; it is a full business interruption with a criminal counterparty attached — systems encrypted, operations halted, data stolen for a second round...
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