The challenge is not to define a strategy for AI, but rather a business strategy for the world that is being transformed by AI.
What inspired you to join this programme, and what did you hope to achieve?
I had great satisfaction attending the INSEAD AI for Boards Programme held in Fontainebleau, from 24–27 June. I have been studying AI for some time now. As a member of boards of directors and human resources committees, I was troubled by the lack of more in-depth discussions on the planning and impacts of AI adoption within organisations, as well as a broader understanding of the necessary discussions surrounding the return on investment in AI. The AI for Boards programme caught my attention because it addresses these topics from a board of directors’ perspective, taking multiple viewpoints into account. The topics covered the main current debates on AI adoption, assuming some prior knowledge but without requiring in-depth technical expertise. As such, it is a programme that guides and catalyses strategic discussions on the use of AI, tailored to the executive level of boards and committees.
In what ways has the programme shifted your perspective or influenced your approach to work?
The first “aha” moment came when it was presented that 30 per cent of the actions required for the successful implementation of AI relate to systems, processes and technology, whilst 70 per cent relate to people, the organisation and culture. A structured approach was then presented to address these issues and bring them into discussions at board or committee meetings. My previous concerns and reflections fitted perfectly with this methodology, motivating me to bring it to the forums of which I am a member. Finally, the professor left us with a striking statement that resonated throughout the programme: AI is not about technology; it is about people.
Which aspects of the experience stood out most for you?
The experience of studying at INSEAD was very special. The environment is designed to offer a unique experience, with classmates from diverse cultural and professional backgrounds, hailing from a variety of countries and businesses. The seniority of the group, combined with the professors’ vast knowledge, led to countless valuable discussions and debates, further enhanced by group discussions and projects. The selection of topics was very well thought out, covering the most frequently debated issues in the field of AI, many of which still lack definitive answers but offer insightful guidance. Furthermore, the group’s lunches and dinners were carefully organised, creating opportunities for bonding, exchanging ideas and relaxing together. All these factors combined to create a broad and enriching learning experience.
Can you describe a moment or insight that particularly resonated with you?
This preparation and context were decisive factors in the emergence of many insights. Personally, I would highlight one of these insights. This came from a statement by Professor Euro Beinat: “The challenge is not to define a strategy for AI, but rather a business strategy for the world that is being transformed by AI.” This approach shifts the conversation within an organisation’s leadership. It is similar to the conversation that was necessary when electricity or the internet first arrived. It ceases to be a conversation about adopting technology and becomes one about business strategy, making use of a new technology. It becomes a conversation that cuts across the entire organisation, which begins to ask itself why, how, for what purpose and when to use AI.
Would you recommend this programme to others? If so, what makes it meaningful to you?
Now that I am back in Brazil, I am in touch with colleagues on boards and committees, as well as with other colleagues in my professional field, to share what I have learnt and, above all, to encourage more in-depth discussions on the adoption of AI by organisations. The AI for Boards programme was essential in enabling me to approach these discussions from a different perspective, bringing new insights and challenges to the table. The benefit was not just greater theoretical knowledge but, above all, ways and methodologies for approaching a topic that is causing concern for organisations worldwide. I did not return with answers to all my questions about AI, but I did return with a more sophisticated and robust toolkit to contribute to the essential discussions for organisations that are adopting AI into their processes. It is important to note that this was a first cohort and that I was very impressed by the quality of the programme, whilst those responsible for it were entirely open to feedback and suggestions. Finally, it is a pleasure to be part of the alumni community of an institution as prestigious as INSEAD.
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