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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

Read the full article to discover:

1

The 5 core pillars: What proactive boards are prioritizing right now to guide AI transformation.

2

Opening the "Black Box": How operational governance unlocks the trust and auditability of stakeholders’ demands.

3

Hidden vendor risks: Why your greatest AI exposures is likely outside your organization's perimeter.

4

Cross-functional silos: The missing voices that must be brought into your AI governance table today.

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

Read more:

Read the full article at CFO Dive: Why (and how) boards are handling AI oversight this year

Meet the team

Image of John H. Rodi
John H. Rodi
Co-Leader, KPMG Board Leadership Center, KPMG US
Image of Matthew P. Johnson
Matthew P. Johnson
AI Audit and Assurance Leader, KPMG US

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