Artificial Intelligence (AI) is reshaping industries, redefining business models, and accelerating decision-making across every function. It’s no longer just a topic for technologists — it’s a boardroom imperative. And yet, in most boardrooms today, AI is still missing in action. I’ve seen it firsthand. As a member of several boards across industries, I’ve found that AI is not a regular item on the agenda. Most directors — though deeply experienced — openly acknowledge they have limited knowledge about AI’s risks, capabilities, and implications. The data confirms this experience. According to recent S&P 500 analysis, while 52% of companies report moving quickly with AI, only 31.6% of boards have formal oversight in place. And 75% of directors describe their AI fluency as “limited” or “minimal. ”The good news? I was brought into these boards specifically to change that — to help leaders understand how AI connects to strategy, value creation, and risk. But for most organizations, that shift hasn’t yet begun. At this moment of rapid disruption, doing nothing is no longer neutral — it’s a liability.
AI Governance Is Strategy
Boards have always been responsible for overseeing risk, ensuring alignment with purpose, and guiding sustainable growth. Today, AI intersects with all three. Generative AI in particular is moving faster than many governance models can adapt. According to Deloitte, only one-third of organizations are ready to scale AI responsibly, even though the majority are already piloting it. Ernst & Young ‘s (EY) global board guidance is clear: AI is no longer a compliance matter — it’s a strategic lens through which every decision must be evaluated. AI governance is not just about technology. It’s about understanding how intelligent systems shape decisions, customer experiences, talent models, innovation cycles, and public trust. Boards that fail to engage at this level risk falling behind — not only in competitiveness but in accountability.
A Clear Roadmap for Boards
What does effective AI oversight look like in practice? Drawing on research from Deloitte, EY, and my own work inside boardrooms, here are five priorities that matter now:
- Strategy Alignment
AI must be integrated into corporate strategy, not treated as a side initiative. Boards should ask regularly: Where is AI creating real business value? Where should it be? - Risk and Ethics
Oversight must cover algorithmic bias, cybersecurity, reputational risk, and compliance. Leading boards are forming cross-functional tech and ethics committees to ensure transparency and accountability. - Board Fluency
Boards must build internal capability. This means recruiting AI-savvy directors and investing in ongoing education — bootcamps, briefings, and scenario simulations tailored to the business. - Reporting and Accountability
Boards should require a clear map of where and how AI is deployed, what systems are high-risk, and what controls are in place. This isn’t just about audit—it’s about trust. - Scenario Planning
Boards should pressure-test their readiness. What happens if a vendor’s AI system goes public with a biased result? What if regulators require real-time explainability? These are not hypothetical questions — they’re happening now.
What the Data Tells Us
- Only 20% of S&P 500 boards have at least one director with recognized AI expertise.
- Less than 14% make AI a standing agenda item.
- In Latin America, 68% of directors identify emerging tech as a top priority — yet only 43% feel their boards are truly prepared (EY, 2025).
- According to Deloitte, 31% of boards say their organizations are not ready to scale AI responsibly.
- Companies that invest early in AI governance are already realizing 15–30% gains in productivity and revenue (PwC).
From Curiosity to Capability
The role of the board is not to become AI experts — but to ask better questions, challenge assumptions, and ensure the organization has the right strategy, talent, and guardrails in place. On the boards I work with, once AI becomes part of the regular conversation, the tone shifts. Curiosity turns into confidence. Resistance turns into redesign. It’s not about catching up to the technology — it’s about building leadership capacity to use it wisely.
Key Questions for Every Board
- What is our AI vision for the next 3–5 years?
- How are we governing AI use across all business lines?
- What reputational and ethical risks are we overlooking?
- Is our board AI-literate enough to fulfill its fiduciary duty?
- Do we have a clear, accountable governance structure in place?
A Call to Action
AI governance is no longer optional. It’s a fiduciary and strategic responsibility. Boards that wait for regulators or competitors to move first risk managing the past while others are governing the future.
The opportunity is clear: lead with intention, learn with urgency, and govern with purpose.The future is being shaped now — and boards must be at the table
