Programme Overview
Nearly every business incorporates AI into their operations and planning.
Many do so under the assumption that AI will remain available and affordable for the foreseeable future.
There is no crystal ball to know how AI availability will be impacted from a commercial, financial, legal or regulatory perpective.
The purpose of scenario planning is not to predict the future, but to assess various scenarios and incorporate into the development of your business plans.
Boards do this for climate risk. They should also be doing this for AI risk.
As organisations increasingly embed artificial intelligence into critical operations, many are making one fundamental assumption—that AI will always remain accessible, affordable and available. Boards, however, should challenge that assumption. While that may be the case, growing geopolitical fragmentation, resource constraints, regulatory intervention and societal pressures may fundamentally reshape how organisations access and deploy AI in the years ahead.
Growing environmental concerns, workforce disruption, widening inequality and the emergence of sovereign AI requirements could significantly alter the economics and accessibility of AI. Business models that depend heavily on external platforms, data infrastructure or uninterrupted AI capabilities may therefore face new strategic, operational and reputational risks.
This programme equips directors and senior leaders to examine AI through the lens of strategic resilience and board stewardship. Participants will explore credible scenarios involving constrained AI access and assess whether their organisation's strategy, governance arrangements and risk controls remain fit for a future in which AI can no longer be assumed to be an unlimited resource.
Using a practical scenario-planning and governance framework, participants will examine how AI-related risks can be embedded into existing board oversight of strategy, enterprise risk, human capital, sustainability, governance and business continuity, without creating an entirely separate governance structure.
Through regional case studies, boardroom discussions, scenario planning and an interactive organisational mapping exercise, participants will evaluate their organisation's exposure to AI dependency, identify gaps in governance and oversight, and leave with practical board-level frameworks to guide future strategic discussions and decision-making.
Boards may decide that they are on the right path in terms of AI adoption, or may assess whether to adapt their existing plans, such as in hiring and investment, given the plausible scenarios for AI being more constrained in the near-future.
Learning outcome
By the end of this programme, participants will be able to:
Evaluate the strategic, regulatory, environmental, workforce and reputational risks arising from AI adoption.
Assess the implications of constrained AI access on organisational strategy, resilience and business continuity.
Integrate AI-related risks into existing board governance, enterprise risk oversight and strategic decision-making.
Apply practical governance and scenario-planning frameworks to strengthen board oversight and organisational resilience.
Who Should Attend
Sitting Directors and Senior Directors of PLCs, GLCs, financial institutions, private and family-owned companies.
Board Chairs, Committee Chairs and Lead/Senior Independent Directors who play a key role in shaping the board–management relationship.
Executive Directors and CEOs who also sit on boards and wish to sharpen the way they engage with their own boards and leadership teams.
Nominee and representative directors of GLICs, institutional investors or strategic shareholders who must balance multiple expectations in the board–management interface.
