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July 2023
Company executives are scrambling to applications with relative ease, even if users lack
understand and respond to generative AI. This deep AI and data science know-how.
technology is still nascent, but of those who have
used it, few doubt its power to disrupt operating Board members can equip their C-suite to harness
models in all industries. this potential power thoughtfully but decisively by
asking the following four broad questions.
We recently provided a view of how CEOs might
start preparing for what lies ahead.¹ But what is How will generative AI affect our industry and
the role of the board? Many board members tell us company in the short and longer term?
they aren’t sure how to support their CEOs as they Forming any sensible generative AI strategy will
grapple with the changes that generative AI has require an understanding of how the technology
unleashed, not least because the technology seems might affect an industry and the businesses within it
to be developing and getting adopted at lightning in the short and longer term. Our research suggests
speed. that the first wave of applications will be in software
engineering, marketing and sales, customer service,
The early use cases are awe inspiring. A software and product development.² As a result, the early
developer can use generative AI to create entire impact of generative AI will probably be in the
lines of code. Law firms can answer complex industries that rely particularly heavily on these
questions from reams of documentation. Scientists functions—for example, in media and entertainment,
can create novel protein sequences to accelerate banking, consumer goods, telecommunications, life
drug discovery. But the technology still poses real sciences, and technology companies.
risks, leaving companies caught between fear of
getting left behind—which implies a need to rapidly Even so, companies in other industries should not
integrate generative AI into their businesses—and delay in assessing the potential value at stake for
an equal fear of getting things wrong. The question their company. The technology and its adoption
becomes how to unlock the value of generative AI are moving too fast. Recall that the public-facing
while also managing its risks. version of ChatGPT reached 100 million users in
just two months, making it the fastest-growing
Board members can help their management teams app ever. And our research finds that generative AI
move forward by asking the right questions. In this can increase worker productivity across industries,
article, we provide four questions boards should adding up to $7.9 trillion in value globally from
consider asking company leaders, as well as a adoption of specific use cases and the myriad
question for members to ask themselves. ways workers can use the technology in everyday
activities.³ Each company will want to explore
immediate opportunities to improve efficiency and
Questions for management effectiveness. Those that don’t may quickly find
Generative AI models—deep learning models themselves trailing behind competitors that answer
trained on extremely large sets of unstructured customer queries more accurately and faster or
data—have the potential to increase efficiency launch new digital products more rapidly because
and productivity, reduce costs, and generate new generative AI is helping write the code. They risk
growth. The power of these “foundation” models falling behind on the learning curve, too.
lies in the fact that, unlike previous deep learning
models, they can perform not just one function but Simultaneously, companies will want to begin
several, such as classifying, editing, summarizing, looking further out. No one can predict the full
answering questions, and drafting new content. This implications of generative AI, but considering
enables companies to use them to launch multiple them is important. How might the competitive
1
“What every CEO should know about generative AI,” McKinsey, May 12, 2023.
2
“The economic potential of generative AI: The next productivity frontier,” McKinsey, June 14, 2023.
3
Ibid.
4
Cristina Criddle, “AI executives warn its threat to humanity rivals ‘pandemics and nuclear war,’” Financial Times, May 30, 2023.
5
Ravin Jesuthasan, “Here’s how companies should navigate generative AI in the world of work,” World Economic Forum, April 14, 2023.
A question for the board Third, the board can incorporate generative
As boards try to support their CEOs in creating value AI into its own work processes. Hands-on
from generative AI and managing its risks, they experience in the boardroom can build familiarity
will also want to direct a preliminary, fundamental with the technology and appreciation of its value
question to themselves: Are we equipped to provide and risks. Moreover, because generative AI can
that support? improve decision making, it would be remiss of
boards not to explore its potential to help them
Unless board members understand generative AI perform their duties to the best of their ability. For
and its implications, they will be unable to judge example, they might use it to surface additional
the likely impact of a company’s generative AI critical questions on strategic issues or to deliver
strategy and the related decisions regarding an additional point of view to consider when
investments, risk, talent, technology, and more making a decision.
on the organization and its stakeholders. Yet, our
conversations with board members revealed that
many of them admit they lack this understanding.
When that is the case, boards can consider three
ways to improve matters. Generative AI is developing fast, and companies
will have to balance pace and innovation with
The first option is to review the board’s composition caution. The board’s role is to constructively
and adjust it as necessary to ensure sufficient challenge the management team to ensure
technological expertise is available. In the past, this happens, keeping the organization at the
when companies have struggled to find technology forefront of this latest technological development
experts with the broader business expertise yet intensely mindful of the risks. The questions
required of a board member, some have obtained posed here are not, of course, exhaustive, and
additional support by setting up technology more will arise as the technology progresses. But
advisory boards that include generative AI experts. they are a good place to start. Ultimately, board
However, generative AI will likely have an impact members hold responsibility for how generative
on every aspect of a company’s operations—risk, AI is used in the companies they oversee, and the
remuneration, talent, cybersecurity, finance, and answers they receive should help them meet that
strategy, for example. Arguably, therefore, AI responsibility wisely.
expertise needs to be widespread so that the
Frithjof Lund is a senior partner in McKinsey’s Oslo office, Dana Maor is a senior partner in the Tel Aviv office, Nina Spielmann
is a senior expert in the Zurich office, and Alexander Sukharevsky is a senior partner in the London office.