GenAI in Corporate Governance and Board Strategy

ICAEW

PaidIntermediateAbout 5 hours 30 minutesNo codingCertificate

Last updated September 6, 2026

GenAI in Corporate Governance and Board Strategy belongs to ICAEW’s GenAI Accelerator Program and is pitched at the board table. It covers the board’s own oversight of AI adoption — who is accountable for a tool the organization has come to rely on — and then generative AI applied to governance work itself: board effectiveness and decision-making, investor relations, compliance oversight, talent and succession planning, and corporate culture. Practical strands include strengthening internal controls, automating fraud detection, preparing AI-supported board reports and sustainability disclosures, and explaining AI-derived findings to regulators. It is a paid course.

What you'll learn

  • The board’s oversight of AI adoption, and where accountability sits
  • Generative AI for board effectiveness and decision-making
  • Strengthening internal controls and automating fraud detection
  • Governance monitoring and compliance oversight with AI
  • Preparing AI-supported board reports and sustainability disclosures
  • Communicating AI-derived insight to boards, regulators and shareholders

Frequently asked questions about GenAI in Corporate Governance and Board Strategy

Who is GenAI in Corporate Governance and Board Strategy for?

CFOs, audit committee members and senior finance leaders embedding generative AI into governance and assurance frameworks; ICAEW is a UK institute and its guidance is written from that context.

Is GenAI in Corporate Governance and Board Strategy free?

No — GenAI in Corporate Governance and Board Strategy is a paid course.

Does GenAI in Corporate Governance and Board Strategy offer a certificate?

Yes. ICAEW certificate of completion, awarded for finishing the course, alongside digital badges earned as you progress through the GenAI Accelerator Program.

Why we suggest this course

For CFOs, audit committee members and senior finance leaders who carry the accountability when an organization adopts AI. The double framing is what makes it useful: generative AI as a tool for governance work, and AI adoption as something the board must itself govern. The material on communicating AI-derived conclusions to boards, regulators and shareholders addresses a problem technical training almost always leaves out.

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