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I was at a conference recently where people were talking about taxonomy, ontology, metadata, semantics and all the other words that can make someone’s eyes glaze over halfway through a sentence. And yet the funny thing is, the core issue is actually dead simple. Most organisations do not really have an AI problem. They have a knowledge problem. AI just happens to be the thing exposing it. That is what I kept coming back to. Everyone wants AI to give smart, reliable, explainab

AI governance often fails in the same places: weak controls, poor knowledge, unclear ownership, and limited oversight. Here’s where AI systems break, and how to prevent it.

GenAI is massively increasing the volume of content businesses produce: policies, procedures, work instructions, customer guidance, internal comms, “quick drafts” that quietly become “official.” That’s the part everyone celebrates. The part they miss is what happens next: the more content you create, the harder it becomes to know what’s correct, current, approved, and safe.

Everyone’s obsessing over the same question right now: “How do we get more people in the business using AI?” Because on paper it’s brilliant. It can bash out first drafts, summarise a mountain of info, untangle code, and generally take the boring weight off people’s shoulders so they can do the higher-value stuff.