Of course. Here is a presentation that transforms the key insights from the Protiviti document into an engaging 8-slide deck, designed for a leadership or board-level audience.
Slide 1: Title Slide
(Background image: The cover image from the document of the skyscraper.)
The Director's Playbook for Generative AI
Navigating Opportunity and Risk in the Boardroom
Based on Protiviti's Board Perspectives, Issue 167
Slide 2: A Generational Opportunity
(Visual: Icons representing growth, value ($), and productivity.)
The Alluring Proposition: Why We Must Act
Generative AI is not just another technology; it's a fundamental economic catalyst.
- Unlock Value: Poised to generate up to $4.4 trillion in value across sales, R&D, and operations.
- Boost Productivity: Expected to unleash a new wave of growth, reversing a 20-year trend of declining productivity.
- Elevate People: Has the potential to automate up to 50% of tasks for 70% of the workforce, freeing employees for more complex and interesting work.
The Bottom Line: "AI won’t replace people — but people who use AI will replace people who don’t." - IBM
Slide 3: The Double-Edged Sword
(Visual: A scale balancing a lightbulb icon (opportunity) and a warning icon (risk).)
Balancing Hype with Reality: The Core Risks
The opportunities are immense, but the risks require our full attention.
- Ethical & Societal Risks:
- Disinformation and "deepfakes" at scale.
- A societal "mismatch" as technology outpaces institutional adaptation.
- Business & Legal Risks:
- Intellectual Property (IP) and copyright infringement.
- Inherent bias in models leading to unfair outcomes.
- Operational Risks:
- Model "hallucinations" delivering false or unverified information.
- Cybersecurity threats from new, sophisticated social engineering.
The Stakes: "AI could become the best thing that ever happened to humanity... or present an existential threat." - Stephen Hawking
Slide 4: Asking the Right Questions: Strategy & Opportunity
(Visual: A compass or a chessboard icon.)
The Strategic Imperative for the Board
Our role is to guide the "why, where, how, and when" of GenAI deployment.
- Industry Impact: What are the implications for our industry? What are our competitors doing?
- Our Strategy: What is our plan? Which use cases will we prioritize and how will we measure the value GenAI contributes?
- Organizational Readiness: Are we structured to succeed? How are we empowering our people to build, train, and use GenAI responsibly?
- Ethical Guardrails: Have we documented guidelines for privacy, transparency, and fairness? Do we have an "ethics committee" to vet plans?
Slide 5: The Implementation Challenge: Data & Talent
(Visual: Interlocking icons for data, a lock (security), and a team of people.)
Fueling the Engine: Data, Governance, and Skills
A model is only as good as the data it's trained on and the team that builds it.
- Data Sourcing & Management:
- Are we using public models, fine-tuning with proprietary data, or building custom solutions?
- Is our data governance and IT architecture ready and secure?
- The Talent Gap:
- Do we have the skilled AI practitioners and business champions needed?
- How will we build the cross-functional teams required for end-to-end deployment?
Key Insight: The real power of GenAI comes from infusing it with internal proprietary data—this also significantly influences the model's risk profile.
Slide 6: Building a Framework for Trust
(Visual: A diagram showing three pillars: Governance, Monitoring, Accountability.)
Governance, Monitoring, and Accountability
Innovation requires experimentation, but experimentation requires a safety net.
- Governance: Establish a cross-functional team to oversee GenAI advancements, set policies, and manage risk.
- Monitoring: Implement continuous human and automated oversight to ensure models perform as intended and comply with regulations.
- Accountability: Assign clear ownership for each model's design, development, and performance throughout its life cycle.
The Board's Core Question: "How do we know our GenAI models are working as intended?"
Slide 7: Leading the Human Element
(Visual: An icon showing a person learning or a group of people collaborating.)
Change Management in the Age of AI
Technology is only half the battle; success depends on our people.
- Communicate the Vision: Clearly explain the "why," the planned use cases, and the ground rules for responsible and ethical use.
- Invest in Your People: Reskilling and upskilling are not optional. They are essential for employees whose roles will be affected by GenAI.
- Protect the Enterprise: Align usage policies with IP protection, trade secrets, and cybersecurity protocols. Reinforce monitoring and accountability.
Slide 8: The Way Forward
(Visual: A forward-pointing arrow or a sunrise over a horizon.)
A Wake-Up Call for the Boardroom
GenAI is not the end game; it's the beginning of a new era.
- It's a Fundamental Shift: GenAI is a disruptive force on par with the internet and the mobile phone.
- Engagement is Mandatory: Boards must move from passive awareness to active, strategic engagement.
- Balance is Key: Our duty is to help the organization harness the immense opportunity while managing the significant risks through strategic questioning and robust governance.
The Final Word: In a world of ever-increasing connectivity and computing power, directors unable or unwilling to make the digital transition need not apply.
