Among the key governance-related takeaways from KPMG’s recent generative artificial intelligence (Gen AI) survey of more than 100 US board members across company types*, sizes and industries:
Oversight structure—Nearly two-thirds of boards represented by respondents task the full board with Gen AI oversight responsibilities, while (instead or in addition to the full board) 37% look to the board’s Audit Committee; 25% to the Risk Committee; and 21% to the Technology Committee.
Board skills—More than half of boards represented by respondents reportedly have general tech/data skills represented on the board, while (in addition to or instead) nearly 30% are tapping external Gen AI expertise; 14% have a formal plan for Gen AI-related training for directors; 10% are actively recruiting for deeper tech/Gen AI expertise; and 10% have Gen AI expertise represented on the board.
Director education—Nearly three-quarters of boards represented by respondents rely on directors’ self-education on Gen AI (i.e., no formal training in place) in addition to or in lieu of management presentations (50%) and/or external training or resources (36%).
*Respondents represented public companies (52%), private companies (37%), and not-for-profits (10%).