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Bernard Marr

Bernard Marr is a world-renowned futurist, influencer and thought leader in the fields of business and technology, with a passion for using technology for the good of humanity. He is a best-selling author of over 20 books, writes a regular column for Forbes and advises and coaches many of the world’s best-known organisations. He has a combined following of 4 million people across his social media channels and newsletters and was ranked by LinkedIn as one of the top 5 business influencers in the world.

Bernard’s latest books are ‘Future Skills’, ‘The Future Internet’, ‘Business Trends in Practice’ and ‘Generative AI in Practice’.

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Bernard Marr ist ein weltbekannter Futurist, Influencer und Vordenker in den Bereichen Wirtschaft und Technologie mit einer Leidenschaft für den Einsatz von Technologie zum Wohle der Menschheit. Er ist Bestsellerautor von 20 Büchern, schreibt eine regelmäßige Kolumne für Forbes und berät und coacht viele der weltweit bekanntesten Organisationen. Er hat über 2 Millionen Social-Media-Follower, 1 Million Newsletter-Abonnenten und wurde von LinkedIn als einer der Top-5-Business-Influencer der Welt und von Xing als Top Mind 2021 ausgezeichnet.

Bernards neueste Bücher sind ‘Künstliche Intelligenz im Unternehmen: Innovative Anwendungen in 50 Erfolgreichen Unternehmen’

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Everything A Board Member Needs To Know About Artificial Intelligence

1 August 2023

Artificial Intelligence (AI) is no longer a far-off concept found only in the realm of sci-fi. It is rapidly transforming the way organizations operate, presenting both new opportunities and challenges. For board members, understanding AI and its implications has become non-negotiable. This article aims to outline what every board member needs to know about AI, including the nascent field of Generative AI and the critical questions they must ask their organization.

Everything A Board Member Needs To Know About Artificial Intelligence | Bernard Marr

AI: A Critical Organizational Tool

AI, in its many forms, has already started to permeate the business landscape. It encompasses machine learning, natural language processing, robotics, and generative models, to name a few. Its applications range from automating mundane tasks and making accurate predictions to enhancing customer interactions and driving innovation.

A crucial subtype of AI is Generative AI. Generative AI has the capacity to create new data similar to its input data. It's the driving force behind innovations like GPT-3, an AI that can generate human-like text, and deepfakes, which can generate highly realistic images and videos. The potential applications of Generative AI are vast, from content creation and design to more personalized customer interactions.

AI Literacy: A Must for Board Members

As stewards of their organizations, board members must develop a baseline understanding of AI. AI literacy doesn't require you to become a data scientist. Still, it does necessitate an appreciation of the technology's strengths, weaknesses, and potential applications. Furthermore, board members should have an understanding of Generative AI and how it differs from other forms of AI.

Key Questions to Ask

As a board member, your role is not to implement AI solutions but to question, understand, and guide their strategic use. Here are some critical questions you should be asking your organization about AI:

  1. AI Strategy: A clearly articulated AI strategy is essential. You should ask, "Does our organization have a clear AI strategy that aligns with our overall business objectives?" This could involve discussing the organization's goals for AI, and how these technologies, including Generative AI, can drive competitive advantage. For instance, could Generative AI be used to automate content creation, leading to cost savings and a more personalized customer experience?
  2. Data Management: Data is the lifeblood of AI. Without high-quality data, AI systems cannot function effectively. "How does our organization collect, store, and manage data?" and "Are we making the best use of our data to inform AI applications?" are crucial questions. This could involve looking at the organization's data infrastructure and processes and exploring opportunities for improving data quality and utilization.
  3. Ethics and Bias: AI systems can inadvertently perpetuate or exacerbate biases, leading to unfair or unethical outcomes. Asking, "How are we addressing issues around bias in AI?" is necessary to ensure that the organization is taking steps to mitigate this risk. Moreover, in the realm of Generative AI, the potential for misuse (e.g., creating misleading or harmful content) is significant, and it's vital to have robust safeguards in place.
  4. Skills and Talent: Implementing and managing AI systems requires specific technical expertise. "Do we have the necessary in-house skills to implement and manage AI projects effectively?" and "If not, how are we going to close the talent gap?" are important questions. This could involve assessing current skill levels, identifying gaps, and exploring strategies for talent development or acquisition.
  5. Risk Management: AI carries various risks, from security vulnerabilities to reputational damage. "What measures do we have in place to mitigate the risks associated with AI?" is a key question. This could involve reviewing the organization's risk management framework and discussing specific measures for managing AI risks.
  6. Return on Investment: AI initiatives represent significant investments, and it's essential to understand their impact. "How are we measuring the return on our AI investments?" and "Are we seeing the anticipated productivity gains or other benefits?" are pertinent questions. This could involve discussing key performance indicators (KPIs) for AI projects and reviewing performance data.
  7. Regulation Compliance: The regulatory environment for AI is evolving, and compliance is crucial. "Are we prepared for existing and potential future regulation around AI?" is an important question. This could involve reviewing the organization's compliance framework, discussing potential regulatory changes, and assessing the organization's readiness to adapt to these changes.

Remember, as a board member, your role isn't to be the expert but to ask the right questions, ensure accountability, and provide strategic guidance. By asking these expanded questions, you can drive a more in-depth and productive discussion about AI in your organization.

Navigating the AI Landscape

Board members must champion an AI-aware culture within the organization. Embrace continuous learning, ask the right questions, and insist on regular AI updates. Stay informed about AI trends, including developments in Generative AI, and actively engage with AI experts within and outside your organization.

Remember, AI is not a panacea but a powerful tool. It should not drive your strategy but should be used to enhance it. Always consider the human element and ethical implications, and never compromise on transparency and accountability.

With these insights and questions, board members can better navigate the evolving AI landscape. By playing an active role in guiding AI use, you can help your organization unlock the true potential of AI, harness the power of Generative AI, and create sustainable value in the age of AI.

Business Trends In Practice | Bernard Marr
Business Trends In Practice | Bernard Marr

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Bernard Marr is a world-renowned futurist, influencer and thought leader in the fields of business and technology, with a passion for using technology for the good of humanity.

He is a best-selling author of over 20 books, writes a regular column for Forbes and advises and coaches many of the world’s best-known organisations.

He has a combined following of 4 million people across his social media channels and newsletters and was ranked by LinkedIn as one of the top 5 business influencers in the world.

Bernard’s latest book is ‘Generative AI in Practice’.

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