On AI, transformation, and how organisations actually change.

Most board and executive conversations I'm part of about AI start in familiar territory. The Chief Justice of New South Wales recently asked a harder question: what does the law actually say when AI-generated advice turns out to be wrong, and a director relied on it?

I read APRA's letter on AI in April from two positions: as someone who has spent years building and managing enterprise technology systems, and as a board director who now governs them. From both sides, the same gap is visible.

In the last two weeks, I've had the same conversation in three different settings: boardrooms, executive briefings, and a couple of BBQs. The underlying sentiment that something has changed isn't wrong. The conclusion is.

The graduate employability debate asks the wrong question. What university actually produces — a knowledge floor and a formed person — is more valuable in an AI environment, not less.

In 2001 I submitted an MIS Honours thesis titled "Programming Intelligent Agents with Assumptions." Twenty-five years later, the questions in that thesis are still the ones that matter.