Recently I was in a panel discussion on a global platform, with this subject of discussion at the core. A much-needed discussion. From there, I thought of penning a piece on this topic.
In decentralised systems, trust is no longer enforced by central authorities. It is earned through transparency. This is where technologies such as blockchain and AI can play a transformative role—by creating systems where every transaction, decision, and data point is traceable and auditable. But transparency also brings challenges: How do we protect privacy while fostering openness? Leaders must be in pursuit to navigate this delicate balance, especially in industries like finance and healthcare.
Decentralised governance fundamentally shifts the role of corporate boards from being traditional oversight bodies to becoming dynamic enablers of collaboration, innovation, and stakeholder alignment. In a decentralised environment, the focus moves from centralised decision-making to empowering distributed teams, leveraging technology, and co-creating value with multiple stakeholders.
Here I observe certain specific points keeping corporate boards in mind, with some inspirations —
- From Command to Facilitation
Decentralised governance requires boards to move away from the traditional “command and control” model. Instead of directing every decision, boards must now facilitate a governance structure that empowers lower levels of the organisation to make decisions in real time. For instance, I observe that companies in India like Infosys have embraced distributed leadership models by decentralising decision-making to regional and functional units, enabling faster and more localised responses. This approach allows boards to focus on strategic oversight rather than micromanagement.
- Real-Time Governance
The traditional quarterly board meeting cycles are increasingly inadequate in a decentralised, fast-changing world. Boards must adapt to real-time governance, leveraging digital tools to monitor organisational performance and compliance at all times. Companies like Unilever, with their globally distributed operations, rely on integrated dashboards and real-time data to ensure transparency and accountability across regions.
- Stakeholder-Centric Governance
Decentralised governance amplifies the voices of diverse stakeholders—employees, customers, communities, and even AI systems. Boards must evolve to represent these interests and integrate them into decision-making processes. For instance, the Tata Group has maintained a stakeholder-centric governance philosophy by balancing shareholder returns with community impact, ensuring their decisions align with broader societal goals.
Are we on with New Executive Roles Like Chief Agentic Officer or Governance Architect?
Remember the time when Chief Happiness Officer / Chief People Officer was introduced? More from the standpoint of the ‘job to be done’ rather than a designation, however, the innovation in designation is also important.
Yes, as governance models evolve, so must the executive leadership roles that drive them. Traditional CXO roles are often insufficient to address the complexities of decentralised systems, autonomous decision-making, and emerging technologies. New roles like these are not only relevant but necessary to navigate this transformation.
- Chief Agentic Officer (Well …that’s CAO): This role focuses on the integration of autonomous systems, AI, and decentralised decision-making processes within organisations. The CAO ensures that these systems align with the company’s ethical framework, strategic objectives, and stakeholder interests. For example, Microsoft has created a dedicated position to oversee their AI ethics and responsible innovation initiatives, ensuring that AI applications are fair, transparent, and equitable. The CAO would oversee similar efforts, ensuring that both human and machine decisions are aligned.
- Governance Architect: The Governance Architect designs and implements decentralised governance structures that balance autonomy and accountability. This role is especially crucial for organisations operating in distributed networks, such as blockchain-based ecosystems or multinational corporations. For instance, the Ethereum Foundation, which governs the Ethereum blockchain, has a governance team that balances technical innovation with community-driven decision-making. A Governance Architect in this context would ensure that decentralised systems operate effectively, equitably, and sustainably.
- Digital Commons Steward: As organisations increasingly rely on shared digital assets—such as data ecosystems, open-source platforms, and AI models—there is a need for a role that manages these resources responsibly. This position would ensure equitable access and sustainable usage of shared digital assets. Companies like Wikipedia, which operate on a decentralised model, already rely on such roles to manage their global, collaborative platforms effectively.
How Can Leadership Evolve to Co-Govern with Autonomous Systems and Distributed Teams?
Leadership in a decentralised world requires a fundamental shift—from controlling processes to orchestrating ecosystems. Co-governing with autonomous systems and distributed teams demands leaders to embrace collaboration, adaptability, and hybrid intelligence.
- Embracing Algorithmic Governance: Autonomous systems, powered by AI, are increasingly making decisions that were once the purview of human leaders. Leaders must learn to collaborate with these systems, ensuring that their outputs align with organisational values and goals. For example, BlackRock’s Aladdin platform uses AI to manage investments and assess risks, but human leaders still maintain oversight to ensure alignment with long-term strategies and ethical considerations.
- Distributed Decision Rights: Leadership in decentralised governance involves empowering teams to make decisions autonomously within defined parameters. This requires clarity on decision rights, accountability mechanisms, and trust-building. Infosys, for example, has successfully implemented a distributed leadership model that empowers regional units to operate autonomously while aligning with global corporate objectives. This balance ensures agility without sacrificing consistency.
- Hybrid Intelligence: The future of leadership lies in combining human judgment with machine intelligence. Leaders must act as facilitators, leveraging AI for data-driven insights while applying human empathy and creativity to make nuanced decisions. For instance, JPMorgan Chase combines AI algorithms for fraud detection with human oversight to ensure accuracy and fairness, demonstrating how hybrid intelligence can enhance governance.
- Cultural Transformation: Distributed teams require leaders to foster a culture of trust, transparency, and collaboration. Platforms like Slack or Microsoft Teams are not just tools—they are enablers of cultural shifts toward more open and collaborative ways of working. Leadership must adapt to these shifts by promoting inclusivity and flattening hierarchies.
Core Capabilities is looking good to Define Effective Governance Leadership Over the Next Decade
The next decade will demand governance leaders to develop capabilities that go beyond traditional competencies. These capabilities will define not only how leaders govern but also how they inspire trust, drive innovation, and create sustainable value.
- Digital Fluency: Leaders must deeply understand emerging technologies like AI, blockchain, and IoT—not as technical experts but as strategic enablers. Digital fluency allows leaders to ask the right questions, assess risks, and identify opportunities. For instance, the board of ICICI Bank underwent a digital transformation training initiative to better understand how fintech innovations could shape their governance decisions.
- Systems Thinking: As organisations become more interconnected, governance leaders must adopt a systems-thinking mindset. This involves understanding the interdependencies between various parts of the organisation and its external environment. Unilever, for example, uses systems thinking to integrate sustainability into its business model, ensuring that every decision considers environmental, social, and economic impacts.
- Ethical Leadership: In a world where AI and automation drive decisions, ethical leadership will be a defining capability. Leaders must ensure that their organisations uphold values like fairness, inclusivity, and accountability. Google’s AI principles, which prioritise fairness and transparency, serve as a benchmark for ethical leadership in technology governance.
- Stakeholder Engagement: Governance leaders must actively engage with a diverse range of stakeholders, balancing competing interests to create shared value. The Tata Group, with its long-standing commitment to community development, exemplifies how stakeholder engagement can build trust and drive long-term success.
Crisp Reflection – Redesigning Governance for a Decentralised World
The world is moving toward an era where governance must balance decentralisation with accountability, enable autonomous systems to work alongside human teams, and integrate stakeholder priorities into decision-making processes. For boards and executive leaders, this is not just an operational shift—it is a philosophical transformation.
The views and opinions published here belong to the author and do not necessarily reflect the views and opinions of the publisher.
Extending beyond academia; Ankoor has been honoured with the "CIRCLE OF EXCELLENCE 2024" award by Passion Vista and recognized as the "MAN OF EXCELLENCE, 2024" by the prestigious Indian Achievers' Award. Additionally, he received the "LEADER 2.0 AWARD, 2023" from adgully and was named a "DIGITAL KAIZEN LEADER by DigiAdCon 2024”, Dr. Dasguupta's contributions to the field of marketing are widely acclaimed, marking him as an inspiring thought leader in his domain. Ankoor is also a member of IMA India’s CMO Forum.
Most recently Dr. Dasguupta has been selected and felicitated with the national level award -Dr. A.P.J Abdul Kalam Inspiration Award 2024 in the category Youth Icon of the Year.
Dr. Dasguupta is a key member of the esteemed International CMO Council and keeps delivering lectures at top Business Schools and also colleges at University of Delhi. As an industry expert, Ankoor has also been a member of the interview panel at MICA for their PGP Group Exercise & Personal Interview PI process for PGDM-C/PGDM selection for two consecutive years. Dr. Dasguupta is also on the Advisory Board of the Marketing Department at ISBR Business School, Bangalore. Recognized by DMA Asia as a marketing Ace, Dr. Dasguupta is a LinkedIn Top Voice, advocate of social impact, driven by kaizen, Ankoor believes in the power of Energy and Energize
Dr. Ankoor is practicing his PCC (Level 2) coaching from the gold standard International Coaching Federation [ICF]. He is a people's person and has worked across functions in senior leadership positions in marketing, advertising, media & communication with a pedigree of 24 years and ongoing exciting journey. Trained from Dale Carnegie in Mentoring to Develop Talent, Ankoor is a marketing practitioner, a coach, a knowledge manager, a team builder, a thought-leader, an avid writer with close to 100 published articles / interviews and is a Thought Leader. Dr.Ankoor wears the hat of a CMO as well. His leisure pursuits are reading, effective listening and percussion. Follow Dr. Ankoor Dasguupta on LinkedIn| https://www.linkedin.com/in/ankoordasguupta/
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