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Dr Mark van Rijmenam, CSP

Dr Mark van Rijmenam, CSP

Dr. Mark van Rijmenam, CSP, is a world-leading strategic futurist and award-winning global keynote speaker who helps Fortune 500 leadership teams navigate AI and emerging technologies. Recognized by Salesforce as one of 16 global voices shaping the future of AI, he holds a PhD from University of Technology Sydney and is the author of six books on emerging technology and judgment in the AI era, including his latest book: Now What? How to Ride the Tsunami of Change. He is the founder of Futurwise and the developer of the Intelligence Age Scorecard that helps individuals and organizations understand how prepared they are for the future.

His pioneering efforts include the world's first TEDx Talk in VR in 2020. In 2023, he further pushed boundaries when he delivered a TEDx talk in Athens with his digital twin, delving into the complex interplay of AI and our perception of reality. In 2024, he launched a digital twin of himself, offering interactive, on-demand conversations via text, audio, or video in 29 languages, thereby bridging the gap between the digital and physical worlds – another world's first.

Dr. Van Rijmenam is a prolific author and has written more than 1,200 articles and six books in his career. As a corporate educator, he is celebrated for his candid, independent, and balanced insights. He is also the founder of Futurwise, which focuses on elevating global knowledge on crucial topics like technology, healthcare, and climate change by providing high-quality, hyper-personalized, and easily digestible insights from trusted sources.

Below, you can read all his articles.

You Deployed AI Tools. Nobody Uses Them. Now What?

Deploying AI tools without changing culture is like installing a gym and wondering why nobody gets fitter. The gap between availability and usage is a culture problem, not a technology problem.

How to Run an AI Workshop That Isn't a Waste of Time

The workshop that changes behavior starts with data. Have every participant complete an assessment before the session. Build the conversation around actual scores. End with 90-day commitments, not vague action items.

Why Your Leadership Team Can't Agree on AI Strategy

CTO wants to experiment faster. General Counsel wants tighter governance. CHRO wants workforce preparation. They're prioritizing different capabilities without a shared framework. Name the conflict, and it resolves.

How to Write an AI Policy That People Actually Follow

Effective AI policies are co-created with practitioners, written in plain language, focused on practical scenarios, and enforced through workflow integration — not annual sign-offs.

How to Build an AI Risk Register That Stays Current

Most AI risk registers are created once and forgotten. A living register organizes risk across four areas: what you're not scanning for, where pivots will fail, governance gaps, and workforce deficits.

Employees Using ChatGPT Without Oversight? Here's What to Do.

Your employees are using ChatGPT, Copilot, Claude for work — entering customer data, drafting contracts — without governance. Banning doesn't work. The only path: structured transition from shadow to sanctioned.

How to Build an AI Governance Framework (Step by Step)

An AI governance document isn't governance. Operational governance means validation protocols in workflows, independent model testing, bias auditing, and human override procedures people actually follow. Here's how to build it.

Why Most AI Maturity Models Miss the Point

Most AI maturity models ask whether you've adopted specific technologies. Wrong question. What matters is whether your organization can scan for signals, experiment at speed, govern AI outputs, and prepare its workforce. Technology without these capabilities creates fragility.

AI Maturity Levels Explained: Where Does Your Organization Fall?

Most organizations fall into one of four AI maturity bands. Reactive means you're exposed. Responsive means foundations exist but gaps remain. Strategic means advantage is emerging. Visionary means you're shaping the future. The difference isn't budget — it's capability balance.