Send us a textAs complexity grows and time shrinks, Board Directors are wondering how to stay ahead. AI is proving to be a performance accelerator – not just a support tool – but Boards must make an effort to incorporate it into workflows, governance, and their ongoing strategy.In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, connects with Jamie Green, Co-Founder and CEO of Tutaki, an AI platform built specifically for Board Directors. Drawing on his experience at McK...
Send us a text
As complexity grows and time shrinks, Board Directors are wondering how to stay ahead. AI is proving to be a performance accelerator – not just a support tool – but Boards must make an effort to incorporate it into workflows, governance, and their ongoing strategy.
In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, connects with Jamie Green, Co-Founder and CEO of Tutaki, an AI platform built specifically for Board Directors. Drawing on his experience at McKinsey and extensive conversations with Chairs, Directors, and governance leaders, Jamie created Tutaki to transform how Board members prepare, engage, and act. With a strong foundation in strategy, governance, and AI product design, Jamie is at the forefront of a new era of “augmented directorship.”
“The purpose of companies overall is to create value, and arguably the place where a lot of that value is created is the Board.”
Increasing effectiveness at the Board level is massively essential for a company’s overall success. It enables a company to move faster and make better, more accurate decisions. Thus, AI tools that parse information and surface key insights can improve strategic planning and shift Board outcomes. The only thing stopping all Boards from doing this is the Boards themselves.
“I think every Board should embrace AI at some level.”
Jamie feels Boards should embrace AI. If they don’t, they will be left behind by others who do use it, including graduates who have been raised in an AI-native world. By leading the way, Boards can create the right frameworks and guardrails to make AI an asset to the organisation.
“The best directors are using it to supplement their own insight. ... They're not using it to replace themselves.”
There are very real fears around output quality, data privacy, and over-reliance. Jamie freely admits this is an evolving space and that these concerns are valid. Savvy Directors are mitigating this by being intentional about AI use, asking the right questions, having guardrails for privacy, and continuing to apply their own discernment to what the AI generates.
“It's riskier not to be using AI than to be using it.”
Jamie reports the risk that sticks with people most is, “What's happening to my data?” He says that with the proper guardrails in place – such as turning off the training on the models, creating a private model, or hosting the AI on-premises – it’s no different than storing documents on Google Drive. To him, it’s a much bigger risk to let the competitors gain an advantage with AI tools.
What Jamie sees successful Boards doing now, in 2025, is mainly two things. First, they are having AI analyse things for them by asking tools like ChatGPT questions. Secondly, they are using AI to automate chains of events or tasks into workflows.
In the future, Jamie feels there will be AI Directors. Later, that may evolve into entire AI Boards. He doubts these will ever replace true human Boards. Instead, these will fill expertise gaps, manage processes, provide a sounding board, and create intellectual sparring partners for Directors and CEOs.
The three top takeaways from our conversation for effective boards are:
1. Not using AI is the riskiest option.
2. The best Directors and the best Boards are already using AI.
3. It can be hard to get the best out of AI tools. Remember to focus on discrete problems that need to be solved and find solu
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