For me, the biggest lesson was that boards cannot remain observers. We have a responsibility to understand the implications and to help shape the organisation’s direction.
What inspired you to join this programme, and what did you hope to achieve?
When I enrolled in AI for Boards, my motivation was quite simple. AI is moving so quickly that I felt I needed to invest the time to understand it properly; not from a technical perspective, but from the perspective of a board member. Every board agenda today touches on strategy, risk, people, customers or productivity, and AI is increasingly influencing all of them. I wanted to be better equipped to contribute to those discussions and to challenge and support management in the right way.
In what ways has the programme shifted your perspective or influenced your approach to work?
The programme changed the way I think about AI. Before attending, I saw AI as an important technology trend. I left convinced that it is much bigger than that. AI is forcing organisations to rethink how they create value, compete and make decisions. For me, the biggest lesson was that boards cannot remain observers. We have a responsibility to understand the implications and to help shape the organisation’s direction.
Which aspects of the experience stood out most for you?
What I enjoyed most was the combination of the faculty and the participants. The professors and lecturers brought deep expertise but always connected the discussion back to practical boardroom decisions. The cohort was equally impressive. We came from different industries and countries, yet many of the challenges we face are remarkably similar. Some of the most valuable learning happened during breaks, over lunch and dinner, and in conversations after class, where people openly shared their experiences and perspectives.
Can you describe a moment or insight that particularly resonated with you?
One idea has stayed with me since leaving Fontainebleau. Organisations should not simply ask how AI can make today’s business more efficient. They should also ask how AI might completely redefine their business over the next five or ten years. That is a very different conversation, and I believe it is one boards need to have.
Would you recommend this programme to others? If so, what makes it meaningful to you?
I would recommend this programme without hesitation. It doesn’t just help you understand AI; it helps you think differently about leadership, governance and strategy. I returned to my board roles with practical ideas, new perspectives and, perhaps most importantly, better questions. For me, that is exactly what executive education should do.
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