Governance in Action

Using AI to Help Write Better Board Papers

Writing an effective board paper requires discipline, judgment and relevance. AI can assist with drafting, summarising, editing, logic-checking, workflow and prompt-based review, but it should not replace human accountability or board judgment. This article explores how AI can support better board paper preparation while preserving confidentiality, accuracy, context and proper governance controls. Used carefully, AI can help authors produce clearer, shorter and more useful papers for directors. Used carelessly, it can create new risks around privacy, confidentiality, privilege, accuracy and over-reliance.

06/21/2026

Local AI Models: A Governance Opportunity, Not a Governance Shortcut

Local AI models may allow organisations to use generative AI with sensitive information that would be unsuitable for consumer tools and difficult to approve for some cloud-based services. For boards, executives and company secretaries, that could be a significant opportunity. But local AI is not a governance shortcut. It still requires clear rules for data classification, privacy, records retention, legal holds, model provenance, cyber security, human verification and board reporting. The question is no longer simply whether an organisation should use AI. It is which AI should be used, for which data, and under which controls.

06/21/2026

The Digital Director: Boardroom Copilot, Not Licensed Driver

AI-enabled boardroom assistants are moving quickly from novelty to practical governance infrastructure. These tools can summarise board packs, search historic minutes and resolutions, draft questions, prepare minutes, track actions and surface emerging risks. Some vendors now use bold language such as "AI Board Member". Yet, under Australian corporate law, AI is not a director. It cannot vote, owe fiduciary duties or replace independent human judgement. This article considers whether boards are ready to use AI in the boardroom, where the legal and practical boundaries lie, and what guardrails directors, company secretaries and general counsel should apply. The conclusion is deliberately balanced: boards should not ignore the opportunity, but nor should they let AI drive. Controlled pilots, approved tools, source verification, human review, data-handling controls, cyber due diligence and clear board policies are essential.

06/20/2026

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Using AI to Help Write Better Board Papers

Local AI Models: A Governance Opportunity, Not a Governance Shortcut

The Digital Director: Boardroom Copilot, Not Licensed Driver