Used well, AI can turn bloated board books into real intelligence, surface hidden risks and bias, and help directors challenge management’s plans; used poorly—or not at all—it can leave boards exposed, behind competitors and vulnerable to new forms of legal and ethical scrutiny.
Independent director Jeanne Beliveau-Dunn says the boards that will win with AI are not the ones chasing shiny tools, but those using them to deepen oversight, sharpen risk governance and push management toward data-informed, future-focused decisions.
Peer-juried award, presented in partnership with AlixPartners, recognizes independent director who steadied Royal Caribbean through its record post-Covid recovery.
BP’s leadership turmoil may look like a hiring problem, but it points to a deeper governance challenge, with research suggesting boards spend enormous effort selecting leaders and far too little helping them succeed.
Allbirds’ dramatic transformation into an AI infrastructure company highlights a question more boards may soon face: When does protecting shareholder value require abandoning the original business model altogether?
Treating AI as a smarter board book will miss the point, says technologist Florin Rotar: The real shift is using it to change how directors prepare, question and decide.
