Programme Overview
Malaysia is in the midst of an accelerated digital build-out. The digital economy already contributes roughly 23% of GDP and is expected to exceed 25% by 2025, supported by national initiatives and major investment in data centres and cloud infrastructure. For boards, this means technology, data and AI are now central to strategy, competitiveness and capital allocation, not simply operational “IT” matters.
Generative AI is also shifting the conversation from automation to transformation. National estimates suggest it could unlock up to USD 113.4 billion in productive capacity if adoption scales. Yet the upside comes with governance challenges: accountability for AI-enabled decisions, data stewardship, cybersecurity, ethical use, and workforce and societal implications when things go wrong.
At the same time, risk profiles are evolving fast. Cyber incidents and digital fraud remain persistent, while global risk outlooks increasingly flag AI-enabled misinformation and cyber threats as significant near-term risks. Malaysian boards are therefore expected to provide stronger oversight of digital strategy, AI ethics, data governance and cyber resilience without becoming pseudo-CIOs.
This 4-hour virtual programme is designed for Directors and Senior Directors seeking to sharpen board-level oversight of AI, data and cyber risk. Through data-led briefings, boardroom case work and peer dialogue, participants will explore what “good” looks like in reporting, dashboards and governance structures, and how to ask the right questions at the right altitude. Participants will leave with clearer visibility on board blind spots and practical priorities for the next 12–24 months.
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.
Learning outcomes
By the end of this programme, participants will be able to:
Interpret Malaysia’s AI, digital and cyber landscape through a board lens, including key economic trends, national strategies and global risk signals that are most relevant to board agendas.
Identify the most material AI, data and cyber risks for their organisations, and link these to strategic choices, capital allocation, business model change and reputation.
Assess the adequacy of current board structures, information and assurance (committees, charters, dashboards, policies) for overseeing AI use, data governance and cyber resilience.
Formulate high-impact questions and next-step actions to elevate their board’s digital and AI oversight over the next 12–24 months.
