(Part 1 of 3)

Last 29-30 May, the Institute of Corporate Directors Technology Governance Committee (ICD TGC) hosted an online seminar entitled: “Beyond the Algorithm: Exploring the Cybersecurity and AI Revolution.” The two-day event brought together more than a hundred board directors and senior executives of publicly listed companies, government agencies and MSMEs. (Because nothing says “AI revolution” quite like buffering Zoom connections and “Can you hear me now?” moments.)

At the ICD TGC, our goal is simple: to demystify AI and cybersecurity for boards so they can govern effectively in this new era. Or at least ask slightly smarter questions at the next board meeting.

Fresh off the grill — here are your nuggets of insight, expertly curated from our speakers and served with a side of straight talk:

Henry Rhoel Aguda, secretary of the Department of Information and Communications Technology:

Speed is survival. Speed is no longer a competitive edge. In the AI space, it’s a requirement for survival.

Risk isn’t a brake, it’s a compass. If you identify an AI technology risk — that becomes a future market advantage for you.

People must remain at the center of tech decisions. It’s so easy to get lost in the narrative of AI — but ultimately it redounds to how it affects people’s lives.

Jennifer Tongco, president, CEO and founder of Netrust Philippines:

Cyber risks require board-level attention. AI and cybersecurity governance are now boardroom issues — not just technical concerns.

The board is ultimately accountable for cyber risk and AI transparency. The board is ultimately accountable for cyber risk. One of the most important questions boards should ask is: How did the AI arrive at that decision? If no one can answer that, that’s a warning sign of falling behind in AI and cyber governance.

Actionable governance starts with visibility. Start with an inventory of all AI tools being used across the organization.

Paul Albert Sy Santos, lead consultant at Arrows Consulting:

Boards must ask higher-order questions, not just use buzzwords. Let’s avoid asking, “Are we using AI?”Instead, ask: “What specific business problem are we solving with AI — and how will we measure its success?”

AI strategy must link directly to shareholder value. If your AI project doesn’t tie back to margin growth, cost containment, or risk reduction, it’s not a strategy — it’s a science project.

Balance speed with governance. Let me challenge the panel a bit — should boards slow down innovation to manage risk, or speed up innovation and embed risk along the way?

In Part 2, we will distill the takeaways from the speakers of Day 2.