According to Darwin’s theory of evolution by natural selection, it is not the strongest nor the most intelligent of the species that survive, but those who are the most adaptable to change.
The time we live in is one of structural changes in numerous fields, with artificial intelligence playing a pivotal role in the paradigm shift. In essence, AI has evolved from an adjacent technology to a primary engine of enterprise value, representing one of the most significant structural shifts in corporate performance drivers since the digital transformation era began.
According to research by PwC, the successful implementation of AI can lead to growth equal to that of the first Industrial Revolution, amounting to a 15% increase in global GDP by 2030, by reshaping business models, accelerating productivity, and altering competitive dynamics. Still, this growth is not a given, but is largely dependent not only on technical success but also on responsible deployment, clear governance, and public and organizational trust.
At the core of the issue lie the substantial implications AI has on governance, including efficiency of operations and decisionmaking, in order to provide wide and end-to-end accountability for AI applications as well as consistency of operations to minimize risk and maximize ROI.
AI can act as a catalyst for a new approach to governance
In a rapidly changing landscape, AI governance is no longer a matter of future readiness. It is, rather, a defining test of board maturity and of a company’s capacity to lead responsibly in a digitally accelerated world. Stakeholders embrace AI in crucial decisionmaking, ranging from credit and pricing to logistics and talent. This shift calls for active responsibility on behalf of leaders, who are in turn called to implement strategies and processes regarding how AI is designed, deployed, and scaled in their organizations.
Especially in today’s environment of constant crisis, AI can act as a catalyst for a new approach to governance, one where readiness is not reactive but embedded into core decisionmaking. Whether geopolitical instability, cyber threats, or climate disruption, boards must assume that volatility is now part of the baseline and enhance their decisionmaking capabilities through AI-augmented processes.
Furthermore, boards of directors are called to establish a solid AI governance framework, provide relevant training, implement risk management practices, ensure compliance and ethical use of AI, and foster stakeholder engagement in order to thrive in this new environment.
AI governance is a defining test of board maturity and of a company’s capacity to lead responsibly in a digitally accelerated world
According to PwC’s 2024 US Responsible AI Survey, organizations that embed responsible AI practices—such as governance, risk-managed intake, and transparency—are more likely to align AI with business strategy and build longterm trust. To achieve this, boards must insist on putting in place mechanisms that allow AI decisions to be not just implemented, but reviewed, challenged, and improved, thus establishing governance frameworks that define accountability, ensure system transparency, and address operational and ethical risks.
AI governance is not a theoretical concept or a decision that can linger in the future. It is a current, baseline expectation for industry leaders and a benchmark for their ability to act responsibly in a digitally accelerated world, adapt to change, and eventually thrive.
