This is Part 2 in my series on AI Governance. In Part 1, I introduced a simple framework for boards and executives: Speed, Impact, Strategy & Risk. The goal is to help directors put their noses in, without putting their fingers on the keyboard.
If you missed the introduction, here’s the key point: AI is not just another IT project. Boards can’t punt it down the hallway. Oversight means asking hard questions about how management is responding — and one of the most important questions is about speed.
Why Speed Matters
AI is developing at a pace that feels unprecedented. Every month brings new capabilities, cheaper access, and competitors moving in unexpected ways.
Some companies panic, chasing every shiny object. Others assume they can safely wait until things “settle down.” Both extremes can be dangerous.
The governance role is to test whether management’s approach to speed is deliberate, defensible, and aligned with the company’s long-term resilience.
Three Layers of the Speed Question
1. Your current pace
Are we moving faster, slower, or about the same as our industry peers?
What’s the rationale for our current pace?
2. Where the industry is heading
Do we believe our industry itself will speed up, plateau, or even slow down?
What signals are we watching to track that shift?
3. Our chosen stance
Do we want to lead the new pace, stay aligned with it, or trail behind?
If we choose to lead, do we have the resources and culture to sustain it?
If we choose to lag, are we comfortable with the risks that come with being late?
The Board’s Role
Directors don’t decide which tools to buy or which models to deploy — that’s management’s job. But boards must probe:
What’s management’s reasoning for the pace we’ve chosen?
Have they considered how quickly competitors could leapfrog us?
Are they clear on what it would take to accelerate, if needed?
This is the essence of noses in, fingers out.
Avoiding Two Common Pitfalls
Equating speed with recklessness
Moving quickly does not mean acting blindly. Boards should expect management to run pilots, test assumptions, and learn fast — not to gamble recklessly.
Equating caution with safety
Waiting may feel safe, but in AI it can be dangerous. Competitors, even small ones, can use AI to collapse costs, expand reach, or disrupt business models.
Reflection for the Boardroom
At your next board meeting, ask:
Where are we on the AI speed curve compared to peers?
Where do we think the industry is headed — faster or slower?
Do we want to lead, align, or lag the industry’s pace?
What would it take for us to change gears if needed?
What’s Next
In the next article, we’ll turn to the second pillar of AI governance: Impact. That’s where boards must look beyond the next quarter and ask how AI could reshape not just tasks and workflows, but entire industries and ecosystems.