Artificial intelligence has elevated governance to the top of the board agenda. Across industries, boards are approving AI strategies, reviewing governance frameworks, establishing oversight committees, and receiving regular updates on AI-related risks and opportunities. These are important developments and reflect the growing recognition that AI demands board attention.
But an important question is beginning to emerge.
What should boards expect from AI governance itself?
For many organisations, AI governance has become synonymous with policies, principles, inventories, risk assessments, and compliance activities. These are necessary foundations, but they are not the objective of governance. They are the mechanisms through which governance is exercised.
Boards should be careful not to mistake governance activity for governance effectiveness.
