Many boards have moved past asking whether their organisation uses AI. The questions now are harder. Do we have an auditable way to test our AI for bias? Are our AI policies strong enough to manage risk while still enabling growth? How is the board using data-driven tools in its own decision-making?
Oversight of AI cannot simply be delegated to a committee. It needs continuous engagement from the full board. Where directors lack the knowledge to oversee AI well, the company secretary should arrange training so the board can make informed decisions.
Good AI governance is not the department of no. It sets the boundaries that let an organisation experiment with confidence.