Balancing innovation and risks: The Board’s guide to AI governance
Discover the 5 governance pillars corporate boards need to oversee AI enterprise risks, ensure accountability, and drive business value.
Artificial intelligence is no longer just an emerging operational tool—it is an autonomous enterprise risk demanding regular, proactive attention in the boardroom alongside cybersecurity and financial reporting.
In Part 1 of this executive series published in collaboration with CFO Dive, KPMG leaders John Rodi (Partner and Co-Leader of the KPMG Board Leadership Center) and Matt Johnson (Leader of AI Audit and Assurance) unpack how leading directors are stepping up their oversight responsibilities without minimizing strategic innovation:
Every board briefing starts and ends with AI oversight." Rodi emphasizes that while directors do not need to be technologists, AI governance must sit at the full-board level.
John H. Rodi
Co-Leader, KPMG Board Leadership Center
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Johnson highlights that demystifying the AI "black box" begins with transparent operational governance and effective oversight breaks down functional silos.
Matthew P. Johnson
AI Audit and Assurance Leader
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Read the full article at CFO Dive: Why (and how) boards are handling AI oversight this year
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