Broadening your digital intelligence

Henley Business School

Board Directorship

About Programme

Digital Intelligence for Directors is suitable for current and future board members and senior executives.

The programme introduces participants to the adoption and influence of digital technologies at board level. Participants will gain a broader self-awareness of their directorship capacities for understanding and integrating digitalisation in board context and for director decision-making, e.g. Q&A discussion, board pack analysis, evaluating information and reaching consensus outcomes.

Directors and senior executives need to have broad awareness of digital intelligence. Technologies (big data, AI, cybersecurity, cloud computing, machine learning) are increasingly influencing investment decisions, competitive advantage, governance resilience and decision-making quality.

What assumptions are made about different technologies? How to assess the benefits and limitations? What are the transparency, confidentiality and cultural implications? How do technologies impact on director stewardship accountabilities? What are the latest digitalisation trends and best practice?

Programme Content

The programme is delivered as a workshop on two consecutive days with interaction very much encouraged. Each session contains a core taught element, consisting of presentations and relevant materials. Topics are linked to real-life examples. The programme includes group activity, where participants are expected to work together to answer questions based on real-life case studies.

Session Content

Introduction to digital technologies Participants will explore the concept of digital technologies at board level as three pillars. Further, participants will consider emerging forms of technologies, as well as assessing limitations and opportunities of automated decision-making. What are the sources and processes of data-generation, cleansing, manipulation and presentation?

Directorship dynamics and digital technologies Participants will consider the role of the director in a scenario of increasing adoption of digital technologies, such as AI and automation. Specifically, they will discuss the necessary adaptations in directors' behaviours and attitudes and identify the requirement for new digital skills. The impacts of digital technologies on the interactions between board members and stakeholders will also be discussed, using the perspective of a new form of stewardship and board liability.

Director capabilities for engaging in a digital age Responsibility and accountability issues of technologies will be introduced. Participants will have opportunities to consider ethical and societal implication, e.g. cyber-security, up-skilling digital capabilities; GDPR, reputation. This section highlights opportunities and risks associated with technologies for directors.

Data-intensive digitalisation Participants will have opportunities to judge and assess risk of cloud computing business models. How do directors decide under conditions of uncertainty and when all the facts are not known? What should be in-house, or third-party, partner or stakeholder trusted information? How is the data-protected?

Directors as digital intelligence designers In this section participants will explore that the role of director goes beyond monitoring, to strategically contributing to digital organisational capabilities. How can a board effectively harness resources and gain access to key constituents for value creation and long-term and succession planning.

Director practices for digital governance and transformation The adoption of technologies can drive superior performance through supportive board level decision making. Participants will debate algorithmic automation, along with legal and ethical dilemmas associated with decision-making.

Programme Audience

Board members and senior executives seeking to join a board.

Programme Benefits

Why AI efficiency gains rarely create lasting value

How to build AI literacy and close the gap between AI ambition and organisational readiness

Why human strengths like empathy, critical thinking and emotional intelligence are more important than ever

The skills, capabilities and mindsets needed to lead effectively in this new era

Practical: we combine academic rigour with a strong practical focus, so you can immediately apply what you have learned back in your organisation.

Relevant: Henley faculty are experienced practitioners who can support you in exploring solutions to your organisation’s challenges.

Collaborative: Open programmes enable you to expand your network, gain new perspectives and share ideas with peers from a range of backgrounds and sectors.

Personal: deliberately small learning groups allow you to benefit from individual attention and a confidential environment. We encourage you to understand your unique strengths, leadership style, and areas for development.

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Prashansa Uttam

Programme Advisor

+91 9403890085[email protected]Mon – Fri, 9am – 5pm IST

Henley Business School

Executive Education Office

https://www.henley.ac.uk

Reading, UK

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