AI GUIDE FOR BOARDS IN SINGAPORE
Preface
Arti cial intelligence (AI) has quickly moved from emerging technology to become a strategic priority for every boardroom. Across industries, organisations are exploring how AI can improve productivity, enhance decision-making, create new business opportunities and strengthen competitiveness. AI raises important questions about governance, accountability, ethics, cyber resilience and organisational readiness. Boards are expected to provide oversight and strategic direction on AI, yet the pace of technological advancement can make it di cult to distinguish between short-term hype and long-term value. Directors do not need to become AI experts. ey do, however, need to understand the implications of AI, ask the right questions, guide management eectively and ensure that AI is deployed responsibly and sustainably. is is why the Singapore Institute of Directors has developed the AI Guide for Boards in Singapore . Building on Singapore’s ambitions under the National AI Strategy 2.0, this Guide is designed to help directors understand their role in overseeing AI adoption and transformation. It provides practical frameworks, governance considerations and boardroom questions that can support more informed discussions and decision- making.
We are grateful to our knowledge partners, contributors and reviewers who have generously shared their expertise and experience. eir collective insights have helped ensure that this Guide remains practical, relevant and grounded in the realities faced by boards today. Responsible governance and innovation are not competing objectives. Organisations that establish clear governance frameworks, build trust and strengthen organisational capabilities will be better positioned to capture the bene ts of AI at scale. Eective governance is an enabler of sustainable innovation. As directors, we have navigated previous waves of technological disruption, from digitisation and cloud computing to cyber security and digital transformation. AI represents the next chapter in that journey.
While the opportunities are signi cant, so too are the responsibilities.
We hope this Guide serves as a practical companion for directors as they navigate these opportunities and challenges. More importantly, we hope it encourages meaningful boardroom conversations about how AI can be harnessed responsibly to create enduring value for organisations, stakeholders and society.
Yeoh Oon Jin Chairman Singapore Institute of Directors
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