Artificial Intelligence (AI) has rapidly evolved from a futuristic buzzword into a baseline capability.
Across sectors—from healthcare and education to development and public policy—AI is driving efficiencies, reshaping stakeholder engagement, and unlocking entirely new approaches to mission delivery. It’s not a matter of if organisations will engage with AI, but how quickly and effectively they can do so.
Yet, despite world-class research institutions, vibrant tech ecosystems, and deep computing traditions across many countries, too many organisations remain underprepared. The issue is not a lack of technology. It’s a shortfall in leadership readiness.
A global skills gap
From India to France, the U.S. to Morocco, a clear pattern is emerging. The promise of AI is clear, but its successful implementation hinges on leadership’s ability to translate technical potential into strategic advantage.
In many cases, leaders in NGOs, and mission-driven organisations lack the fluency needed to better navigate the AI landscape in ways aligned with their values and societal impact goals.
This is not about turning executives into engineers. It’s about empowering them to ask the right questions, understand strategic implications, manage ethical concerns, and oversee deployment effectively.
Without this ability, governing bodies and executive boards risk misjudging challenges, misallocating resources, and missing the opportunity to lead responsibly in the AI era.
Lessons from global perspectives
In some regions, leadership has begun treating AI as a core strategic issue—on a par with cybersecurity or compliance.
Across parts of Asia and the Middle East, leaders are engaging in AI-focused strategy sessions, scenario planning, and cross-functional learning. These efforts are yielding tangible results.
Innovation pipelines are growing, and organisations are scaling AI projects with greater agility.
India, for example, leads globally in responsible AI maturity. However, its rapid adoption rate—73% of companies plan to adopt AI within the next year—has raised some concerns about whether leadership preparedness can keep pace.
Similarly, Morocco is creating a national AI agency to regulate and promote AI adoption, but without robust enforcement of existing data laws, there are questions about long-term effectiveness.
France offers another perspective. While positioning itself as a European AI leader through major investments and initiatives like the AI Action Summit, critics have warned of an imbalance between innovation and ethical oversight—highlighting the governance challenges which arise when pace outstrips prudence.
By contrast, in Australia and New Zealand, cultural attitudes present a different barrier. Surveys show that fewer than 40% of citizens trust AI systems, with leadership facing deep scepticism from both employees and the public.
This trust gap often reflects a failure of communication and shared vision—challenges that boards and executives of non-profits, networks, and international organisations must actively address.
Even high-profile organisations are not completely immune to missteps. Duolingo, for instance, faced significant backlash after declaring it would become an ‘AI-first’ company, with public concern mounting over the replacement of human educators.
The lesson: AI strategy must consider workforce impact and public sentiment—not just innovation for innovation’s sake.
The governance imperative
In the U.S. again, regulatory inconsistency offers a further leadership challenge. With no unified federal framework, businesses are facing up to a fragmented landscape of state-level AI laws.
Where places like Colorado have led with comprehensive AI legislation, a lack of national coherence is increasing compliance burdens and hampering innovation. In such environments, strong internal governance becomes even more crucial.
As well as being literate in AI, associational and institutional boards should ensure robust oversight frameworks. Bias mitigation, ‘explain-ability,’ and accountability are not optional. Ethical governance has to be hardwired into AI strategies from the top down.
From awareness to action – four key priorities for boards
- Prioritise AI literacy
Boards and senior leaders across non-profits, NGOs, and global associations should develop a working knowledge of AI’s capabilities, risks, and ethical dimensions. Structured leadership training, curated briefings, and scenario-based workshops can quickly raise fluency.
- Embed AI into mission strategy
AI isn’t a bolt-on. It should inform decisions around programme delivery, resource allocation, advocacy, and operational models. Boards must encourage leadership teams to treat AI as a central enabler of mission effectiveness and long-term resilience.
- Establish strong governance
Effective governance goes beyond compliance. Boards must lead in defining AI policies around transparency, data privacy, and ethical use—building public and member trust in alignment with their core values and social contracts.
- Lead by learning
AI transformation starts at the top. When boards model curiosity and continuous learning, it sets a tone for openness and innovation across the organisation.
Scaling culture and collaboration
Leadership alone cannot drive AI adoption. Success depends on preparing the broader workforce to engage meaningfully with AI.
This involves making AI literacy accessible across all functions—from HR to communications, from programme design to stakeholder engagement.
Some of the most effective AI programmes bring together technical, strategic, and operational minds. Think AI labs, cross-functional innovation hubs, and co-creation task forces. These aren’t just trendy initiatives—they are crucial change enablers.
Strategic partnerships with universities, research institutions, and civic tech networks can help non-profits and international associations build long-term AI capacity. Cross-sector collaboration further ensures these organisations don’t merely adopt AI tools—they participate in shaping inclusive and responsible innovation.
Why this matters now
According to the World Economic Forum, AI could generate 97 million new jobs globally by 2025. But these roles will go to organisations—and countries—where leadership and workforces are ready to step into them.
The ability to lead and govern AI wisely is not only about competitiveness—it is essential for mission success, legitimacy, and societal impact.
The leadership test of our time
AI is more than a technology shift. It’s a leadership test.
It challenges us to think differently, govern wisely, and learn constantly. The organisations that pass this test will not just survive the AI era—they will shape it.
Boards must move decisively, embedding AI into their strategic DNA, shaping ethical frameworks, and building a culture where experimentation and education thrive.
The future will not wait. The time to prepare is now—and that preparation begins in the boardroom.
Professor Kamal Bechkoum is Chair The Minsky Academy and a recognised authority in AI strategy, digital transformation, and executive education.