An invisible AI systems shaping every aspect of the World Cup. From automated decisions to real-time analysis, the World Cup has become a live experiment in AI at scale, offering lessons far beyond sport.
The Opening Note
Mens Veritas begins with a simple conviction: in a time when artificial intelligence is moving faster than our ability to fully understand its consequences, we need more than information. We need clarity, discernment and meaningful dialogue. This initiative was created to bring together people, ideas and organisations around AI in a way that is thoughtful, human and relevant to the decisions being made today.
Our ambition is to create a trusted place where insight can be shaped, questioned and shared — and where a community of leaders, professionals, innovators and institutions can exchange perspectives with purpose. Through editorial content, curated discussions, events, training and trusted connections, we want to explore how AI is changing business, governance, innovation and society, and what that means for the choices ahead.
Mens Veritas is crafted with technology, but shaped by human minds.
This launch is only the beginning. I hope this community becomes a space where intelligence meets perspective, and where the future of AI is discussed with the seriousness, curiosity and responsibility it deserves.
Ingrid Gacci
Imagine waking up one morning to find that critical AI systems no longer work. No outage, no bug, no warning. Access has simply disappeared.
The shutdown of Anthropic’s Fable 5 and Mythos 5 models is more than a technical story. It is a signal for every organisation building on advanced AI: dependency now has a geopolitical and governance dimension. When models become part of daily operations, the question is no longer only how powerful they are, but how fragile access to them may become.
Artificial intelligence is often discussed in terms of efficiency, speed and productivity. Yet its deeper impact may lie elsewhere: in the way organisations think, evaluate information and make decisions. As AI takes on more analytical work, leaders face a new responsibility — ensuring that cognitive support does not quietly become cognitive dependence.
A polished answer, a convincing summary or a well-structured recommendation can create the impression that the thinking has been done. But leadership begins precisely where the output ends: in the willingness to question, interpret and decide what deserves to be trusted.
AI has entered the OECD conversation on fraud, integrity and institutional trust. That alone should make leaders pay attention.
Through the GACIF network, the debate moves beyond technology and into the architecture of prevention itself. This article explores why AI governance now sits at the heart of fraud risk, public trust and organisational accountability — and why institutions cannot afford to treat it as a secondary issue.
