As the chief knowledge officers within an organisation, CIOs are in the best position to ensure groupthink doesn’t invade senior management decisions, Cameron says, almost like an ‘ideas ombudsman’ within the business.

“You could argue that this is the person who signs off on within the organisation. That means they are the ones signing off on the non-groupthink mentality in the nature of the knowledge engagement.”

The faster change takes place, he attests, the more important leadership becomes. And organisations — be they political or commercial — must become accustomed to the concept that ‘business as normal’ has changed irrevocably.

“Normality is perhaps the prime victim of our move into the 21st century and up the Moore’s Law curve. There is no more normality; we are coping with a revolutionary situation in which the only stasis is that there is no stasis.