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Just over two years ago, I mused on the topic, "Artificial intelligence and board work." Then, as now, I was interested in the impact artificial intelligence tools might have on the work and effectiveness of boards of directors. While I have mused on the topic of artificial intelligence several times over the years, this is what I had to say in April 2023:
The rapid emergence and now widespread awareness of ChatGPT has been a catalyst for many of these enquiries, it seems. I have been fascinated by the unfolding situation, not only because of a longstanding interest (I studied artificial intelligence at university nearly four decades ago), but also the speed by which awareness has spread, and expectations climbed to such stratospheric heights, is unprecedented.

​AI may become a viable mechanism to expedite board decision-making, of course. But the likelihood  of directors being supplanted any time soon is low (those failing in their duties excepted). For that, artificial general intelligence (AGI) is likely to be necessary, and some moral and ethical questions will need to be resolved as well. If that is achieved, I may take a stronger position.
Now, 28 months on, interest and usage is soaring. New systems are being introduced, almost daily it seems, and many companies have set up groups to explore what might be possible. Expectations remain high, partly as a result of bold claims by those offering AI tools and systems for sale, but the prospect of securing 'first mover' advantage is enticing too. ​
In relation to board work (that is, corporate governance), some say real-time systems and artificial intelligence technologies may obviate the need for a board, although I am not hearing such claims as often as in 2023. (It could be fewer claims are being made, and less often; but might be that I have become somewhat deaf to them too.) What is becoming apparent though, is that cognitive off-loading to AI may have an unintended consequence: laziness and loss of mental agility. Researchers at MIT's Media Lab have observed that people who rely heavily on AI become lazier over time. And, with it, they may be placing themselves in danger of their critical thinking ability atrophying.
Critical thinking and mental agility are core capabilities of effective directors, so what might this research insight mean for board work? Directors owe a duty of care, to ensure they are adequately informed before the board makes a decision. How might they protect themselves—to ensure, on one hand, they make effective use of tools and systems that help make sense of data but, on the other, not lose the ability to make smart decisions amidst complexity?