AI has evolved rapidly from conceptual promise to practical workplace reality, dramatically reshaping governance and organizational policy. At the 2025 GPC annual corporate governance conference session in Montreal, many AI themes came up throughout the sessions and addressed some of its impacts including how boards need to approach AI adoption balancing the charm of innovation with the necessary guardrails of governance.
The discussions held included an a real-time poll showed more than 90% of attendees already used at least one AI tool. Application of AI was particularly notable, divided evenly between professional use (46 respondents) and non-professional use (46 respondents), with only very few indicating they hadn’t used AI in any way knowingly. This set the tone: AI is not an abstract trend; it’s part of regular use for every seasoned professional, young lawyer, law graduate.
Why the AI Boom Now?
The sudden surge in AI is the result of decades of technological advancement. With digitization of data, connectivity all over the world, and powerful processors in every working professional’s pocket, the availability of AI no longer calls for complicated systems. All a user needs is a browser and a workplace tool.
In terms of maturity, AI sits at the “innovation trigger” stage of the Gartner Hype Cycle which shows how AI Tech move from initial excitement to adoption. While excitement is high, many organizations are still clarifying AI’s fit and role. As with past waves of technology adoption, finding the balance between experimentation, governance, and value realization will be central.
Poll Insights: How AI Is Changing Work Today
The conference poll indicated not just widespread use but also meaningful output dividends: When asked about AI use at work, majority respondents on daily use, and then several times a day. A smaller group said occasional use only, with virtually none saying using AI “never” in their work. This indicates increased dependence on AI-facilitated support for efficiency.
On AI regulation, 20% had policies for AI and 14% were in the process of creating them. A small number reported having no policies or uncertainty. From policy-enabled organizations, the majority reported they could use at least one AI tool, with prohibition being uncommon.
On whether AI saves time, the result was unanimous: nearly 30% respondents said AI saves them “a little” time, and more than 25% said it saves them “a lot” of time. No respondents reported AI taking more time. This goes to prove that the productivity argument is no longer theoretical but has already become a reality. Collectively, these answers indicate that AI is no longer looking for a “future use case”, it is already being integrated into the workstreams of governance professionals, providing quantifiable efficiency.
Opportunities and Guardrails
Discussions also covered the “AI risk paradox”: the risks of AI adoption are present, but the dangers of not utilizing it may be even higher. Boards weighing AI options see both perspectives.
Risks of use include privacy intrusions, algorithmic bias, lack of transparency, overreliance on automation, and new AI-based cyber threats. These risks call for strong governance, clear ethical frameworks, and strong oversight.
Risks of not adopting range from competitive disadvantage to inefficient processes, missed insights, inability to attract talent, and reputational risk of appearing outdated. Boards not adopting AI has the very real risk of falling behind. This paradox makes boards incapable of doing nothing. Responsible use with rigorous controls must be the future.
Use Cases for Boards and Governance Professionals
Panelists outlined a staged adoption path for boards and governance professionals:
- Easiest applications include automating meeting administration: agendas, minutes, and notes.
- In the middle range, it includes generating and enhancing meeting content, and policy development.
- In more sophisticated applications, but perhaps high potential value, some are applying it to aligning board decisions to strategy, advanced analytics, sentiment tracking, and board performance assessments.
The recommended strategy is gradual: pilot one task, seek user feedback, refine the process, and scale. This strategy reduces risk while demonstrating real value.
Where Governance Professionals and Young Lawyers Go Next
The session made clear that AI is not a choice for experts anymore. It’s a skill in-demand. Today, experts are saving time by having AI do repetitive work, such as data entry and filing. There is more space left for strategic thinking, critical thinking, and human touch.
These are the greatest takeaways from both the poll results and panelists alike is this:
- AI is here to stay, saving time today.
- Governance matters as much as innovation.
- Boards that wait risk being left behind.
- Boards and governance leaders don’t have to be AI experts, but they do need to ensure that their organizations are responsibly and strategically adopting AI.
Final Thoughts
AI is no longer an experiment or a hype cycle. It is a practical, time-saving tool with strategic implications for governance professionals. Rather than considering whether to adopt AI, Boards need to consider how to direct its responsible, value-driven adoption.
— Olufemi Adabale
Manager, Thought Leadership – GPC
The post Artificial Intelligence – AI in Governance: From Hype to Action appeared first on Slaw.