Artificial intelligence has the potential to transform nearly every aspect of our world. From helping doctors detect disease more quickly to reimagining how we all work, learn, and manage our lives, AI’s reach has only grown since capturing our attention and our imagination just a few years ago.
But for all its promise, AI also raises important questions: How will it unlock new opportunities? What new complexities will it introduce? And how do organizations balance the desire for rapid innovation with the patience to scale in a way that is responsible, trustworthy, and maintains human centricity?
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If you’re feeling confused or overwhelmed by AI’s rapid advancement, you’re not alone. These are not simple conversations, and there are no straightforward answers. As Chair of Deloitte US, I engage with leaders of some of the world’s largest organizations who wrestle with these same questions every day. And most leaders would tell you they’re still in the early stages of evaluating AI’s potential and managing the uncertainty of how it may impact businesses, shift how people work, and transform industries.
Think about your own experiences using AI. It can work beautifully, giving you an effortlessly-designed vacation itinerary and packing list. But it can also miss the mark by recommending a restaurant that is permanently closed. Now, imagine you’re a leader overseeing a multibillion-dollar corporation. AI innovation could improve efficiencies and help make the company more profitable. But without proper oversight and guardrails, it could also hinder creativity or lead to unforeseen outcomes.
This is where a corporate board comes in. While management is responsible for leading the day-to-day execution of a company’s operations, the development and ownership of strategy is a shared responsibility between the board and management. The board’s role is to provide oversight—to ask questions, challenge assumptions, and provide perspective to steer the company forward. Much like mentors provide guidance to help us reach our full potential, boards aim to serve as stewards of trust and direction for organizations. The decisions made in corporate boardrooms not only shape a company’s trajectory, but can also create ripple effects for employees, consumers, and broader communities.
No one—board director, engineer, or consumer—can claim to have all the answers in this environment. Yet we all share a responsibility in making sure the right questions are asked. For board members, this means consistently and thoughtfully asking the consequential questions about AI. Why does AI matter to the business? How are competitors using it? What is AI’s impact on people both inside and outside the organization? And what is at stake if a company decides to invest in AI?
Asking questions such as these in the boardroom can cause a ripple effect throughout society about how trust is built and maintained as new technologies reshape our daily lives.
To be sure, we’re all navigating uncharted territory. There’s no ready-made playbook for a world that won’t stand still. The challenge and the opportunity for boards is to be methodical, yet agile, as they consider AI’s influence on the organizations they oversee. One sentiment we hear consistently is if you use AI, there are risks, and if you don’t use AI, there are risks. The key is to find the right balance in managing the risks we can responsibly accept to seize the opportunities too impactful to ignore.
Anyone who lived through the rapid rise of the internet, mobile devices, and data, or the emergence of cloud-based computing, knows what it’s like to stand at a technological crossroads. History shows that those who engage early and thoughtfully with new technology can position themselves to benefit while others risk falling behind. We’re at a similar point now with AI. Staying curious, engaged, and adaptable as the landscape evolves can help us avoid missing out on the possibilities and protect against unintended consequences.
This is why it can help to have a mix of voices and perspectives at the table—people who aren’t afraid to ask hard questions and center discussions on the lived experiences of those who build and use these systems. We don’t have to be technologists to add value in these moments. Often, the most important thing we can do is bring the conversation back to a shared purpose and the outcomes that matter most—whether that’s an organization’s mission, a team’s objectives, or the community’s needs—and ask if AI helps advance a human-centric vision or simply adds noise. Otherwise, we risk turning these conversations into “shiny object technology discussions,” chasing novelty over meaningful progress.
Asking tough, probing questions isn’t always easy or popular. Being the one to ask, “Are we sure about this? Do we understand how this will really work?” when surrounded by excitement can feel uncomfortable. Yet these questions are vital, not only for business leaders or technologists but for everyone. They can help organizations and individuals avoid harmful mistakes and maintain trust in how technology is used.
Think of approaching AI like learning to drive a high-performance sports car. The potential is exciting, but without practice, guidance, and preparation for the risks, it’s easy to get in over your head.
Whether you’re steering a large organization or incorporating AI into daily life, it’s wise to balance enthusiasm with care. Ultimately, AI’s story will be shaped not just by algorithms, but by human choices—by the judgments we make, the values we uphold, and the courage we bring to creating our future. With thoughtful oversight, collaboration, and a commitment to questioning as we innovate, we can help foster a bright future for generations to come.
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