It occurred to me the other day that asking a business leader about digital transformation is like asking a fish about water. Change is what we live and breathe.
According to Forbes, 70% of the surveyed C-Suite executives indicated that AI agents are already transforming their organizations’ internal operations. And 30% of CIOs said they have already deployed AI agents for customer support and process automation. I suspect these numbers will quickly increase, because that is simply the pace of change.
The challenge for the leadership team is to harness this forward momentum while maintaining operational stability. It’s not easy. The organization’s Board of Directors has a responsibility here. Their role isn’t to define or drive the actual transformation, but to ask the right questions, understand the strategy, and ensure management has the tools, talent, and cultural readiness to execute.
Think about a big-city parade. There are people who design the route, build the floats, and lead the marching bands in the right direction. But there are also people who have reviewed risk assessment plans, confirmed collaboration with police and emergency services, and, in short, asked all the right questions. That’s how a Board of Directors can function without carrying the baton or getting in the way of the parade.
The board is uniquely positioned to support innovation while safeguarding stability:
- Confirming that digital initiatives align with the company’s core goals.
- Supporting leadership in building the right team and capabilities.
- Monitoring risks without becoming a roadblock to progress.
- Ensuring there are clear metrics to track progress and outcomes.
This approach shouldn’t be controversial; it’s a practical accommodation to the digital transformation in the world around us. AI is already enhancing customer experience and streamlining operations across industries, but the human factor cannot be overlooked. Automation is driving efficiencies that deliver proven benefits, but these require thoughtful workforce planning. Data can inform faster, better decision-making, but only if it reaches people at the top. Boards have an obligation to demand results and close the loop on corporate good intentions.
In that same Forbes survey, only 39% of C-Suite executives identified technology as their top growth opportunity. This seems low to me, and if I were on their board, I’d want an explanation. Not to provoke confrontation, but to bring clarity around where the growth priority is or ought to be.
Board members who support digital transformation with clarity and steadiness create the conditions for meaningful progress. The role is not to rain on anybody’s parade, but to be a thoughtful partner to management—championing the strategy, asking good questions, and keeping an eye on the long game.