Board Level Talent Strategies in the Age of AI

Artificial Intelligence is no longer a distant frontier; it is a present-day force reshaping how businesses operate, innovate, and govern. For boards, this means a fundamental rethink of how leadership is structured, recruited, and empowered.

At Page Executive, we partner with boards and executive teams across industries to help them navigate this transformation. We see every day both the immense potential AI offers and the enduring importance of human judgment, something no algorithm can replicate.

From Oversight to Foresight

Boards are no longer just custodians of compliance; they are architects of future strategy. AI requires directors not only to understand emerging technologies but also to guide their ethical and responsible use. As Olly Riches, Managing Director at Page Executive, notes: "The boardroom is no longer just about oversight; it’s about foresight."

Our Talent Trends 2025: Executive & Senior Leadership Edition found that over 60% of executives are already using Generative AI, up from 41% in 2024.

Benefits of GenAI for executives:

• 80% report increased productivity
• 76% say it improves the quality of their work
• 77% say it allows them to focus on more fulfilling tasks

Despite this optimism, nearly one in three executives still feel unprepared to harness AI effectively. The appetite for upskilling is clear, but the opportunity lies in how boards and CEOs respond. Forward-thinking organisations are not just adopting AI; they are recruiting leaders who can integrate it intelligently and ethically.

Redefining Boardroom Competencies

Boards do not need to be filled with data scientists, but they do need members who are digitally fluent, ethically grounded, and strategically adaptive.

The ideal modern board blends:

• Tech-savvy directors who grasp AI’s strategic implications
• Ethicists and risk experts who can guide responsible adoption
• Diverse thinkers who challenge assumptions and bring fresh perspectives

As Lorena Gutiérrez Filomeno, Partner at Page Executive, explains: "We are increasingly seeking out candidates who can innovate with optimism and lead with clarity in uncertain times.”

A 2024 Deloitte Board Readiness study supports this evolution, finding that 68% of global boards now list AI competence as a top-three priority for new non-executive appointments. Yet only 28% say they currently have sufficient digital or AI expertise on their boards. This skills gap is one of the defining governance challenges of the decade.

Diversity as a Strategic Imperative

In the age of AI, diversity is more than a social objective; it is a strategic safeguard. AI systems are only as fair and effective as the data and perspectives that shape them. Without diverse voices in the boardroom, organisations risk reinforcing bias and overlooking innovation opportunities.

Boards must therefore be intentional in broadening their leadership pipelines, looking beyond traditional industries, geographies, and career paths. As Lorena adds:

Diversity brings the cognitive range needed to challenge assumptions and guide inclusive innovation. It’s not just about representation; it’s about resilience.

Regulatory insight is also becoming essential. As AI guardrails and governance frameworks continue to evolve globally, boards will need directors who can interpret and operationalise these rules, ensuring responsible implementation across the organisation.

Human Judgment Meets Technological Capability

AI excels at pattern recognition and predictive analytics, but it cannot replicate human wisdom, empathy, or ethical reasoning. In a world increasingly driven by data, the role of the board is to ensure that decisions remain grounded in human values.

As Olly Riches succinctly puts it: "AI can inform decisions, but only people can make them.” Recruitment strategies should therefore prioritise candidates who demonstrate ethical clarity, emotional intelligence, and long-term vision. These are the traits that will define effective governance in an AI-enabled future, where judgment and empathy remain the ultimate differentiators of leadership.

Future-Proofing the Board

The pace of technological change demands agility not only in operations but in governance. Boards must be structured for continuous renewal rather than static tenure.

Practical steps include:

• Skills audits to identify AI and digital capability gaps
• Interim and advisory roles to inject specialised expertise
• Succession planning that integrates future-fit competencies

As Lorena Gutiérrez Filomeno advises: “Don’t just fill seats; shape for adaptability.” The most resilient boards are those that evolve in step with their business, blending institutional wisdom with fresh, forward-looking perspectives.

Leading Through Disruption

AI is transforming the boardroom, but it is not replacing it. The future belongs to leaders who can blend technological insight with human judgment.

At Page Executive, we help boards identify and attract the leaders who can navigate this complexity, those who understand that while AI can enhance decision-making, it is people who determine direction.

If you are looking to strengthen your board’s capability to lead in the age of AI, or to build leadership pipelines that are digitally fluent, ethically grounded, and future-ready, we would welcome a conversation. Connect with a local Principal or Partner to explore how we can help you identify the leaders who will turn AI disruption into strategic advantage.