AI GUIDE FOR BOARDS IN SINGAPORE
Foreword
Stewarding continuous transformation
Every generation of boards is de ned by the strategic shi s it must steward.
is, I believe, calls for three important shi s in board stewardship.
Today, arti cial intelligence (AI) is one such shi – but it is also something more.
e rst shi is from governing AI to governing continuous transformation.
It is changing not only how organisations operate, but how they compete, create value and adapt to change. Unlike previous technology waves, AI is evolving at unprecedented speed. New models, new capabilities and entirely new ways of working are emerging not over years, but months, even weeks. Technological change is accelerating. As AI becomes more accessible, competitive advantage will increasingly come not from technology alone but from an organisation’s ability to learn, adapt and continually create new value. e true measure of transformation is not the value it creates today, but whether it strengthens the organisation’s ability to create value tomorrow.
Boards are no longer overseeing AI initiatives. eir responsibility is to ensure the organisation continually strengthens its ability to learn, adapt and transform – as AI itself continues to evolve. Sustainable value comes not from deploying more AI tools, but from redesigning work, operating models and ways of working so that people and AI create value together.
e second shi is from managing risk to building risk intelligence.
Every technological breakthrough expands both opportunity and risk. AI is no exception. It introduces new challenges, from cyber security and data governance to model integrity, bias and accountability. Yet, it also provides powerful new ways to anticipate, understand and manage those risks. Boards should foster a culture of risk intelligence, where management can identify emerging risks early, distinguish risks worth taking from those that must be mitigated, and leverage AI itself to strengthen resilience, governance and trust. As we recognised in the SID Cyber Resilience Guide for Boards in Singapore , resilience must be designed into our digital systems. In the
I believe this is now the de ning responsibility of board stewardship.
Instead of asking: “ How can AI help us work better? ”, boards should ask “ How can AI make our organisation better? ”
at is fundamentally a question of governance.
e governance challenge is larger than AI itself. It requires boards to rethink how they steward organisations through continuous change.
6
Made with FlippingBook Digital Proposal Creator