Geo-politics: As boards navigate the geopolitical dynamics that will be so central to future business strategies and board decision making, will companies and directors be forced to “take sides” in this decoupling? What strategies can corporations and directors take to strike a balance between technical and political risk? How can directors best navigate a broader set of strategic geopolitical considerations that are raised by AI?
Governance: As the use of AI reshapes companies and societies and puts powerful new tools in the hands of directors, shareholders, and stakeholders, will there be an obligation on the part of boards to employ those tools now or in the future? Will boards require management to utilize AI? How will boards ensure that there is sufficient oversight on the use and potential misuse of AI itself, and will this compel boards of directors to have more members with AI sophistication and expertise?
Business Operations: Will AI help companies analyze internal data to predict where there may be compliance failures, culture problems, and other management challenges? Or, will the use of AI have unintended consequences on human capital management, supply chain stability and outsourcing, and sustainability goals? For example, will AI favor major suppliers and limit efforts to diversify supply chains toward smaller and more sustainable suppliers? Will AI-based monitoring systems infringe on employee rights and personal data protection? Does AI risk disfavoring efforts that companies have been making to build trusting relationships and include diverse and smaller suppliers in their supply chains?
Ethics, Sustainability and ESG: Will AI deliver new tools that help drive traceability and sustainability? Or, does AI risk embedding practices that are not sustainable? What impact might AI have on stabilizing and supporting carbon offset markets and offset verification through AI-based blockchain and remote surveillance?