Saved in:
| Main Author: | |
|---|---|
| Format: | Recurso digital |
| Language: | English |
| Published: |
Zenodo
2026
|
| Subjects: | |
| Online Access: | https://doi.org/10.5281/zenodo.19520679 |
| Tags: |
Add Tag
No Tags, Be the first to tag this record!
|
Table of Contents:
- <p>This paper advances a central proposition: the biological Chief Executive Officer (CEO), as currently<br>constituted within corporate governance structures, represents a high-latency, cognitively bounded,<br>and behaviorally inconsistent decision node — a legacy artifact of pre-algorithmic management theory.<br>As Artificial General Intelligence (AGI) systems approach what this paper terms 'Systemic Governance<br>Capability' (SGC), the velocity differential between human executive cognition (measured in hundreds<br>of milliseconds) and algorithmic market-response infrastructure (operating at sub-microsecond latency)<br>renders biological leadership not merely sub-optimal, but functionally incompatible with fiduciary<br>obligation. Drawing on empirical latency benchmarks, behavioral economics literature, neurocognitive<br>performance data, and corporate governance theory, this analysis argues that boards of directors will<br>face mounting legal and ethical pressure to transition C-suite functions toward optimized algorithmic<br>governance models. The CEO is not framed here as a visionary — but as a biological friction point<br>whose continued tenure carries quantifiable liability risk.</p>