In an increasingly dynamic and competitive corporate world, collaboration between the CEO and the Board of Directors has become a critical factor in driving growth and ensuring long-term value creation. OnestudyRecent research has revealed that boards that work closely with their CEOs are twice as likely to generate a 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 Boards not only to understand the opportunities and risks of this technology but also to provide strategic direction for its effective implementation. However,researchThey indicate that most boards still have little experience with AI, and only 14% discuss this topic in all meetings. This vacuum can compromise critical decisions regarding safety, ethics, and regulatory impact, delaying the growth and competitiveness of organizations. However, the landscape is changing, with 59% of board members stating that they are strengthening collaboration with management teams, especially with the CEO, in response to challenges such as 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 the Board can be a competitive advantage. According to a study, most Brazilian CEOs of high-performance organizations prioritize growth, even in a challenging economic environment. Therefore, decision-making needs to be quick and assertive, taking into account aspects such as 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 constantly changing landscape. The Board, with its strategic vision and diverse experience, can provideinsightsvaluable insights into the opportunities and challenges of AI adoption, as well as best practices for governance and risk management. Together, the CEO and the Board can define an AI strategy aligned with the company's business objectives, identify priority investments, and ensure that the organization is prepared to maximize the potential of AI.
The implementation of AI at scale also requires the board and the CEO to adopt transparent and efficient communication processes. According to asurveyBoards that maintain close collaboration with the CEO are 2.4 times more likely to hold productive and high-impact meetings. This frequent communication allows the board to better understand the company's operational needs, ensuring that decisions are aligned with corporate strategy and that AI investments are directed in a way that generates real returns.
Effective governance also requires Boards to invest in their own AI education. Organizations that introduce training programs for their advisors or rely on external specialists to assist in decision-making demonstrate a greater ability to adopt AI in a safe and innovative manner. This approach helps to reduce internal resistance and strengthen confidence in the use of technology as a driver of new business.
The adoption of AI 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 increasing investment in technology. However, it also faces challenges such as the lack of specialized talent, the need for regulation, and concerns about the ethical and social impacts of AI.
In the global scenario, where major economic powers are adjusting their trade and technological policies, multinationals need to balance agility and security in AI adoption. Therefore, CEOs in Brazil must ensure that their boards are prepared to navigate an increasingly complex regulatory environment and to explore AI-based business models that can scale globally. Those organizations that manage to structure this partnership between the CEO and the board effectively tend to stand out, turning challenges into opportunities for sustainable growth.
In 2025, the successful Brazilian CEO will be the one who can combine strategic vision, technical knowledge, and leadership skills to turn AI into a driver of growth and value creation for the company. Success in this era no longer depends solely on cutting-edge technology, but on the ability of leaders to act in a coordinated and visionary manner. In this regard, partnering with an engaged and collaborative Board will be a key differentiator in achieving this goal, fostering a culture of continuous learning and agile decision-making. This way, it is possible to be better positioned to capture value and create a future of sustainable growth and constant innovation.
