AI GUIDE FOR BOARDS IN SINGAPORE
Executive Summary
• Organisational readiness and capability (Section V): Explores building an AI-ready board via upskilling and skills matrices. It emphasises stringent due diligence for third- party AI, noting that outsourcing technology does not outsource responsibility.
e Guide positions robust AI governance not as a brake on innovation, but as a resource to support boards in leading and creating an operating model that makes AI adoption scalable and sustainable for their organisations.
Seven-Step Strategic Roadmap
Section VI provides directors with a strategic roadmap to supervise the operationalisation of AI:
1. Evaluate strategic alignment: Classify projects across a three-horizon view and solve the capital-e cient “buy vs build” dilemma. 2. Develop governance structures: Design and implement a suitable governance strategy, adopt Singapore’s Model AI Governance Frameworks and establish clear boundaries for human oversight. 3. Strengthen data infrastructure: Ensure legal “right to use” data in compliance with regulatory requirements, while monitoring high-compute carbon footprints for SGX climate disclosures. 4. Establish risk management guardrails: Mandate adversarial testing and identify “hard red lines” where automated decisions are prohibited. 5. Monitor adoption and performance: Review AI dashboards tracking value realisation and conduct strict audits against "Shadow AI" data leakage. 6. Enable talent and cultural transformation: Oversee workforce upskilling and utilise IMDA guidelines for job redesign to ensure a human-centric transition. 7. Build customers’ trust: Utilise available frameworks and tools such as the AI Verify Testing Framework, which provides guidance on the responsible implementation of AI systems against 11 internationally recognised AI governance principles.
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