Even if no one in the organisation planned their arrival, AI agents are already present and working in the systems you trust.

More than 70% of boards fail to give enough attention to artificial intelligence oversight, survey reveals.

To gain the most from artificial intelligence in the boardroom, we need accountability, trust and transparency, an expert panel heard.

Organisational trust and board members’ reputations increasingly need safeguarding in a digital, algorithm-driven world.

In an age of flattering machines that encourage complacency, we need ‘collisions with error’ for us to make resilient governance calls.

To strengthen succession, culture and strategic resilience in 2026, boards must turn their focus towards connected leadership data.

Businesses that ignore AI do so at their peril—but there is peril in embracing it, too. How can boards protect themselves from cybercriminals?

Cyber threats are ramping up and boards need to act now to stay ahead, putting in place incident response plans before the worst happens.

From predictive analytics to year-round dialogue, our expert panel reveals how technology is transforming investor relations—and why human oversight still matters.

Boards are now expected to ensure they are on point in looking to, and handling, emerging risks and trends that will affect business.

Challenges such as the introduction of artificial intelligence should be strategic issues for the board, an expert panel heard.

Still too few directors recognise AI’s potential to improve preparation, discussion and decision-making in the boardroom. But this may soon change.

Generative AI plainly creates a steep learning curve for businesses, but corporate fears of impending doom may be misplaced.

By anticipating the needs of a changing investor base and communicating clearly with them, companies can stay ahead of the game.

Artificial intelligence is transforming not only technology and how people do their jobs, but also reshaping leadership thinking.

Boards that monitor both AI training and adoption will find that a healthy return on financial investment will follow.

Organisations still have time to experiment—but should start small and start now, a panel of experts advised.

Boards need a laser focus on digital risks—and the UK needs stronger audit, governance and reporting legislation.

The question isn’t how AI will change business—it’s whether leaders can harness it to drive innovation responsibly and without eroding trust.

Opportunities and challenges are arising from the integration of artificial intelligence into corporate governance.