AI GUIDE FOR BOARDS IN SINGAPORE
Section II: Strategy and Value Creation
4.4.4 Measuring success Integrating AI into corporate strategy is not a one-time technology procurement exercise, but an ongoing process of organisational transformation. Organisations that create durable value will not necessarily be those running the most pilots. Rather, they are likely to be those that understand which AI value models matter to their business, in what sequence, and with what supporting foundations. For boards, success is measured not by the complexity of the underlying models, but by the sustainable business value created across identi ed value pools. Boards must ensure that AI remains aligned with strategic objectives while balancing short-term productivity gains and long-term competitive positioning.
4.4.2 Driving change management
Organisations may adopt dierent approaches to drive AI change management.
ey include: • Enterprise-wide transformation: Using a holistic approach, organisations may choose to drive change management from inside, through an enterprise-wide initiative. • Internal dedicated team: Leveraging on existing internal teams, organisations may develop new capabilities and ringfence resources to innovate on AI transformation before cascading to the rest of the organisation. • External specialist team or special purpose vehicle: Creating a specialist external team with new capabilities, organisations may use a separate special purpose vehicle to drive the change externally, from outside in. Boards should understand which change management model is appropriate for the organisation’s scale, culture, risk appetite and strategic objectives.
4.4.3 Monitoring the transition
e strategic task for the board is to ensure management is sequencing AI initiatives appropriately. Early initiatives should address visible business problems to create momentum while building the con dence, governance and data foundations needed for more ambitious adoption over time. Boards should ensure that management regularly monitors adoption rates, operational impact, emerging risks, governance e ectiveness and alignment with strategic objectives.
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