What is the board’s role in AI strategy?

Artificial intelligence (AI) is no longer a futuristic concept.

- FLOR G. TARRIELA

It is reshaping industry, and its impact is growing fast. This is why AI belongs at the center of board-level discussions. During a recent two-day AI Leadership and Corporate Governance workshop for the PNB Board led by Roger Collantes of Global Learning Solutions (Singapore), one message was clear: Al is now a strategic imperative — not a technical add-on.

Al refers to technology designed to perform tasks that normally require human intelligence: learning, recognizing patterns, analyzing data, solving problems, and generating responses, It can work at a speed and scale far beyond human capability. But boards must remember this essential truth: Al is powerful, but it is not magical. It does not “think” or “reason” like humans. It has no ethics or values at all. Its output is only as good as the data it receives. Hence, garbage data, garbage output. Regular testing, validation, and strong data governance are critical.

AL is no longer just an operational tool. It affects every part of a business — its people, customers, growth, and risks. Thus, boards must approach Al as a strategic force where key areas of impact are:

1. Workforce engagement

AI handles repetitive tasks, allowing employees to focus on higher-value work — improving morale, innovation, and productivity.

2. Customer trust

AI enables more personalized products and services. When implemented responsibly, it strengthens data protection and enhances reputation.