In an increasingly dynamic and competitive corporate world, the collaboration between the CEO and the Board (Board of Directors) has become a critical factor in driving growth and ensuring long-term value creation. A study recently revealed that boards working closely with their CEOs are twice as likely to generate significant impact for their organizations. In the Brazilian context, where the adoption of Artificial Intelligence (AI) is accelerating, this synergy becomes even more crucial to drive growth, innovation, and strategic governance.
The integration of AI into corporate strategy requires that Boards not only understand the opportunities and risks of this technology but also provide strategic direction for its effective implementation. However, research indicates that most boards still have little experience with AI, and only 14% discuss this topic in every meeting. This gap can compromise critical decisions on security, ethics, and regulatory impact, slowing the growth and competitiveness of organizations. Nonetheless, the scenario is changing, with 59% of board members stating they are strengthening collaboration with management teams, especially the CEO, in response to challenges like Generative AI, cybersecurity, and the transition to net zero.
In Brazil, where tech multinationals face specific challenges such as AI regulation, accelerated digital transformation, and a shortage of qualified talent, effective collaboration between the CEO and Board can be a competitive differentiator. As one study pointed out, most Brazilian CEOs of high-performing organizations prioritize growth even in a challenging economic scenario. Therefore, decision-making must be quick and assertive, considering aspects like AI scalability, cybersecurity, and digital governance. CEOs with an engaged and well-informed board can anticipate trends, mitigate risks, and explore expansion opportunities into new markets more effectively.
For the CEO of a technology company in Brazil, collaboration with the Board of Directors is essential to navigate this ever-changing landscape. The Board, with its strategic vision and diverse experience, can provide insights valuable insights on the opportunities and challenges of AI adoption, as well as best practices for governance and risk management. Together, the CEO and Board can define an AI strategy aligned with the company’s business goals, identify priority investments, and ensure the organization is ready to maximize AI’s potential.
Large-scale AI implementation also requires the Board and CEO to adopt transparent and efficient communication processes. According to a survey, Boards that maintain close collaboration with the CEO are 2.4 times more likely to hold productive and high-impact meetings. Frequent communication allows the Board to better understand the company’s operational needs, ensuring decisions align with corporate strategy and AI investments generate real returns.
Effective governance also requires Boards to invest in their own AI education. Organizations that introduce training programs for their directors or rely on external experts to advise on decision-making demonstrate greater ability to adopt AI safely and innovatively. This approach helps reduce internal resistance and strengthens trust in using the technology as a driver for new business.
AI adoption in Brazil presents unique challenges and opportunities. The country has great growth potential in this field, driven by a young and connected population, a vibrant startup ecosystem, and growing investment in technology. However, it also faces challenges such as a shortage of specialized talent, the need for regulation, and concerns about AI’s ethical and social impacts.
In the global scenario, where major economic powers adjust their trade and technological policies, multinationals need to balance agility and security in AI adoption. Therefore, CEOs in Brazil must ensure their Boards are prepared to navigate an increasingly complex regulatory environment and explore AI-based business models that can scale globally. Organizations that structure this CEO-Board partnership effectively tend to stand out, turning challenges into opportunities for sustainable growth.
By 2025, the successful Brazilian CEO will be one who can combine strategic vision, technical knowledge, and leadership skills to transform AI into an engine for growth and value creation for the company. Success in this era no longer depends solely on cutting-edge technology but on the leadership’s ability to act in a coordinated and visionary way. In this context, a partnership with an engaged and collaborative Board will be a fundamental differentiator to achieve this goal, fostering a culture of continuous learning and agile decision-making. This way, companies can better position themselves to capture value and create a future of sustainable growth and constant innovation.
