Education, workshops and independent advice that help directors oversee AI with confidence, from risk appetite to strategy and reporting.
On-campus program available → of worldwide annual turnover, whichever is higher: the maximum fine for uses of AI the EU AI Act prohibits.
EU AI Act, Article 99(3)High-risk uses of AI, such as recruitment and credit scoring, must meet the requirements of the EU AI Act.
Regulation (EU) 2026/1744of respondents attribute at least some EBIT impact to AI, while nearly nine in ten use it regularly. The board has to ask where the return is.
McKinsey, The state of AI in 2026If the board cannot answer one of them, that is where to start.
Without rules for data and tools, staff use AI in ways no one has approved.
Accountability starts with a register of every AI system and who signed it off.
Limits and escalation agreed in advance decide how fast the company reacts.
Regulators and auditors ask for evidence, not intentions.
Incident handling has to be written down before the first incident.
AI costs and access grow quietly unless they are checked on every request.
Six responsibilities that together make AI oversight work. Each one is covered by our services.
Know what the law asks of the company, and what the board must be able to show.
An overview of the rules that apply to your AI systems
Covered byWhere the company will and will not use AI, and when a person decides.
An approved AI risk appetite statement
Covered byJudge management's AI plan and fund it one stage at a time.
A review checklist and a decision calendar
Covered byRecords of who approved each system and what happened when something went wrong.
A register of AI systems and approval records
Covered byA quarterly view of every AI project, its owner, the board's decision and the benefit it was funded to deliver.
AI expertise in how the board assesses itself and plans succession.
A skills matrix with AI competencies
Covered byGoverning AI for Boards covers all six in three days. The two-day Board AI program covers responsibilities 1, 3, 4 and 5.
Good AI oversight repeats every year. We help the board set up each step, then keep it running.
Start at any step. Most boards begin by understanding where AI creates risk and opportunity; boards that already report on AI often start with an independent review.
See where AI creates risk and opportunity in your company
Agree the risk appetite and the rules people follow
Decide who decides what, and what the board receives
Judge management's plan and fund it in stages
Follow every AI project and its results each quarter
Test what works, and update skills and controls
↻ And again next year
Every step stands on its own and leads to the next.
You leave withQuestions, limits or a plan for the board
You leave withA way to judge and fund AI, and the board's AI agenda
You leave withAn independent opinion, then an advisor at hand
Core goalsSee where AI creates risk and opportunity in your company, which rules apply, and which risks the board owns.
Directors who can tell a good answer from a non-answer, with ten questions for management.
Core goalsDecide where you will and will not use AI, when a person must decide, and what is escalated to whom.
Clear limits that let teams move faster on safe uses and stop early on risky ones.
Core goalsAssess the board's AI and digital expertise, decide what it needs, and build AI into evaluation and succession.
A board that knows its knowledge gaps and has a plan to close them.
Also for boards:Your industry in 2030 →AI agents and your organization →Responsible AI policy →
Choose single modules, combine them into the two-day Board AI program, or take the three-day program with your whole board, at Columbia Business School or on site.
Core goalsCover AI risks and opportunities, governance and oversight of strategy, and set the board's AI agenda for the year.
One shared understanding of AI across the board, and one way to oversee it.
Core goalsLearn how a sound AI strategy is built, scored and funded, and practice reviewing management's plan.
A board that can challenge an AI strategy on substance and fund it in stages.
Governing AI for Boards is a three-day in-company program for the members of one supervisory board, built around your own company: its revenue model, plans and AI systems, under strict confidentiality. About 70 percent of the time goes to governance and oversight. Directors practice the work in an incident simulation and a board meeting on a real AI proposal, and leave with an AI risk appetite and an oversight agenda for the next twelve months. At Columbia Business School in New York, where our founder teaches AI, or at a location of your choice.
About the program →An independent review shows where you stand today. An advisor at the board's side keeps oversight sharp every quarter.
Core goalsList the AI systems in use, review how they are approved and reported, and test this against the EU AI Act and ISO/IEC 42001.
An independent written opinion the committee can minute, and a clear order of work.
Core goalsGive the board an independent view on management's AI plans, prepare quarterly sessions and contribute to strategy days.
A board that oversees AI with its own expert at hand.
Six documents a committee can table and an auditor can test. Delivered with the AI Governance review.
Request an example of the pack →Dates as amended in 2026 by Regulation (EU) 2026/1744. Which rules apply depends on how your company uses AI and how risky that use is, so we check every date against your own AI systems before it goes into a board paper.
Some uses of AI are prohibited.
In forceDuties for the companies that provide general-purpose AI models.
In forceIncluding telling people when they deal with AI or with content made by AI.
In forceDeadline for AI tools already on the market; new bans on abusive deepfakes.
NextSuch as recruitment, credit scoring and access to essential services.
Prepare nowSuch as medical devices, machinery and toys.
Prepare nowRelated rules and standardsISO/IEC 42001NIST AI Risk Management FrameworkGDPR: automated decisions about peopleDutch Corporate Governance Code
The same tools we use with clients, so the board can see where AI stands and follow every decision.
What leaders need to know to decide on AI: what it is, where the value is, which risks you own and which decisions are yours.
Start the course → AI Readiness ScanSelf-assessmentThirty questions on six areas, from strategy and data to governance, with a scorecard the moment you finish.
Request access to scan → Roadmap ManagerBoard viewEvery AI project with its owner, the board's latest decision and the benefit it was funded to deliver. Included for clients on a strategy or delivery engagement.
About the Roadmap Manager →| AI project | Owner | Board decision | Status | Value vs target |
|---|---|---|---|---|
| Quote automation | Commercial | Approved to scale | On track | |
| Demand forecasting | Supply chain | Funded, first phase | Board review due | |
| Month-end close support | Finance | Funded, first phase | On track | |
| Service agent, tier 1 | Customer ops | Not yet funded | Parked |
No. Every session is pitched at judgment: what to ask, what to require and how to recognize a good answer. Technical detail stays with management.
Yes. Several workshops run as joint sessions of the board and the executive team, such as AI risk appetite and Your industry in 2030. In board education, the CEO and CFO can join selected parts.
Yes. Everything you share stays confidential and is used only for your own session or engagement.
Yes. The three board modules combine into the two-day Board AI program, and every module points to a logical next step.
No. We help the board understand and oversee AI. Where legal interpretation is needed, we work alongside your legal counsel.
Tell us where your board stands on AI. We suggest the right first step in the first conversation.