San Francisco’s Private Directors Association Annual Summit, held November 2025, focused on “Board Governance: What You Need to Know” and delved deeply into board governance of AI. We both participated as panelists and identified a recurring theme around AI transparency and the exercise of board responsibilities.
A trust gap exists between executives and employees when it comes to AI adoption. Leaders often express confidence in AI strategies, while employees may approach these technologies with caution or skepticism. This disparity highlights a critical oversight - successful AI implementation is not just about technology; it requires building trust, fostering psychological safety, and addressing the human and cultural factors that shape workplace dynamics.
Yes, pun intended.
(If you’re not sure what the pun is - “Co‑Pilot”… Microsoft… you get it… right? Never mind.)
Enterprise AI success requires commitment from the CEO and the board of directors. This statement sounds simple and easy. However, it is generally not on the top of mind for CEOs and the board. I know this from my observation and experience as a Chief Data Analytics Officer for the past two decades. I frequently interacted with and presented to CEOs and board members at three private companies as a direct report to the CEO or dotted line indirectly.
