COMPLIANCE
Guiding the Board: The GC’s Role in Navigating AI Strategy and Compliance By NOGA ROSENTHAL
G
iven the increasingly widespread use of generative artificial intelligence in corporate environments, it’s likely that most general counsel have already intervened and established company policies to regulate AI use. The next crucial task is ensuring board members are well-informed about AI initiatives, which is vital given the board’s fiduciary duties. To manage this effectively, general
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counsel should adopt a clear, stepby-step approach, guiding boards to understand AI’s complexities and balance its benefits against potential risks.
EDUCATION IS KEY General counsel should ensure board members have a basic grasp of AI, including machine learning, deep learning, and “good” data sets. This foundational knowledge enables
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the board to provide informed guidance on AI governance. Real-world demonstrations of AI tools can further reinforce this understanding, such as showcasing a chatbot trained on historical customer service answers.
CONSIDER ADDING NEW EXPERTISE Advocating for the inclusion of new board members, advisory groups or BACK TO CONTENTS
