Whether you joined us live or are exploring the insights for the first time, here’s what stood out and why it matters for the future of GRC.

Artificial intelligence (AI) is no longer a future-facing trend — it’s a current-day accelerator for governance, risk, and compliance (GRC) functions. That was the clear message from Diligent’s AI Innovations Virtual Summit, where leaders from across industries gathered to explore how AI is reshaping the way organizations operate.

Whether you joined the sessions live or are catching up now, these five insights — one from each inspiring session — reveal how AI is being used today to power stronger, faster and more resilient GRC.

1. AI is the bridge between boardrooms and the business

How Diligent is Powering the Future of GRC with AI

At the summit’s kickoff, Diligent CEO Brian Stafford laid out a bold vision: AI isn’t just a new tool — it’s the connective tissue between strategy and operations. By embedding AI across its platform, Diligent is helping GRC teams eliminate time-consuming tasks like board book creation, minute-taking and compliance reporting. The result? Teams gain time for higher-impact work and deliver sharper, real-time insights to the boardroom.

Meet with your board or executive team to identify “below-the-surface” blind spots (complex areas like risk, compliance or legal workflows) and explore how AI could bring more visibility, speed or insight to those teams.

Discover how AI-assisted board management software can boost your board’s efficiency, decision-making and strategic planning like never before.

Streamline board management with AI

2. Build AI with security and compliance from day one

How AI is Reshaping Governance, Risk, and Compliance

One of the strongest messages from the summit was the need to shift compliance and security “left” — baking them into AI development from the beginning. Waiting until systems are already in production can expose organizations to unnecessary risk, from model drift and bias to regulatory breaches and reputational harm.

Instead, organizations should adopt a multidisciplinary approach, bringing together privacy, legal, security and technical teams to evaluate AI use cases before they launch. This ensures ethical alignment, safeguards against misuse and creates a foundation for continuous monitoring and accountability.

Establish a cross-functional AI review process that includes legal, privacy and security from the start — especially for high-impact use cases — to ensure responsible design and deployment.

3. Boards must build AI literacy to lead with confidence

CEO Pauline Norstrom emphasized that AI is no longer just an IT or innovation topic — it’s a board-level issue. With AI impacting everything from risk posture to business ethics, directors must engage with the topic strategically. That doesn’t mean learning how to code, but it does mean understanding the types of AI technologies in use, their potential risks and how they align (or conflict) with corporate values.

Start with a board-level AI briefing focused on practical concepts — such as machine learning, automation and ethical risk — so directors can ask informed questions and provide meaningful oversight.

4. AI in GRC frees teams to focus on what matters most

How Customers Are Turning Possibilities into Practice

Organizations are already applying AI to streamline compliance processes — automating documentation, monitoring controls and surfacing issues before they escalate. The impact? Less time spent on routine reporting and more time allocated to analysis, judgment and strategy.

This shift isn't just operational; it reflects the growing need for board-level engagement. As compliance functions evolve with AI, leadership must understand how these tools work, what risks they introduce and how to oversee their responsible use. A strong connection between the board and business functions is critical for long-term success.

Work with leadership teams to identify daily tasks that are ripe for automation, then ensure oversight processes evolve alongside these tools to maintain transparency and trust.

5. AI transformation isn’t a “big bang” — it’s a blueprint

Your AI-Powered Blueprint for GRC Success

The final session drove home a powerful message: AI implementation doesn’t need to be overwhelming. Instead, successful organizations are layering AI in strategically — piloting, iterating and expanding based on what works. AI transformation isn’t a one-time event; it’s an ongoing journey that starts with smart, targeted steps aligned with your most pressing GRC needs.

Choose one AI use case to pilot over the next quarter. Set clear goals, measure outcomes and use that success to inform future rollouts.

AI isn’t just helping GRC teams work smarter — it’s empowering them to lead. As Stafford said in his keynote, “The future of GRC isn’t five years away, it’s already here.” With AI solutions available now, forward-looking leaders are shifting from exploration to execution — and reaping the benefits.

Take the next step toward smarter governance with purpose-built AI

If you’re looking to turn insight into action, download our free guide: 

Integrating AI with confidence: A guide for future-focused GRC leaders

This nine-page resource is designed to help you:

Ask the right questions when evaluating AI tools

Choose technology that balances innovation with security

Boost efficiency for boards along with compliance, audit and risk teams

Whether you're modernizing governance practices or scaling your compliance efforts, this guide will show you how AI can power smarter decisions and stronger oversight — today and into the future.

 and uncover the full potential of AI in board, entity and risk management.

Regulations are evolving. Risks are multiplying. Pressure is rising. AI can help you stay ahead. This guide walks you through how to evaluate the best solution.

Your AI for GRC guide

5 insights shaping the future of GRC from the AI Innovations Virtual Summit

What happens when public board leaders speak candidly about their biggest challenges — and the tools that help them lead better? You get insights that matter.

Our newest infographic, “Why board development matters: A guide for government and school boards,” is built from real conversations with leaders in the field. They shared the hurdles they face, the breakthroughs they’ve had with training, and the strategies they rely on to make development more accessible and impactful.

We asked public board leaders to tell us about their key challenges, the benefits that they have seen of investing in training and what strategies they use to make board development more accessible and impactful.

Board development is the process of equipping board members with the necessary skills and knowledge to perform their roles effectively through formal training and learning opportunities. This is often a requirement in many states and municipalities.

“Prioritize training and development for board members. You cannot expect them to just know what their role is.” — Chandu Vemuri, Executive Assistant for Board and Superintendent Leadership, Sun Prairie Area Schools, Wisconsin

The value of board development for public boards

Board development is crucial for the continuous improvement of the organization. Despite this, 75% of public boards conduct training only as needed, while 25% schedule it annually at board retreats.

Investing in board development pays dividends for public boards. Well-trained members bring informed perspectives and thoughtful decision-making to the table, contributing to better governance and stronger outcomes. Here are some benefits:

Improved governance. Knowledgeable board members are equipped to address issues effectively and provide oversight that aligns with organizational goals.

Stronger community relations. Training on communication and public engagement fosters trust and transparency with the communities served.

A more strategic focus. Boards that prioritize development are better prepared to create and implement strategies that drive positive change.

More cohesiveness. Training sessions — especially group-based ones — help build connections among board members, creating a culture of teamwork.

“Board development is essential. If the board expects the organization to have a continuous improvement mindset, so must the board.” — Steve Schroeder, Board Member, Sun Prairie Area School District, Wisconsin

We asked leaders what their top challenges are when it comes to board training and development, these are the top obstacles cited.

Many board members juggle demanding schedules, making it difficult to attend training sessions or workshops.

Some members may feel they already have the experience necessary and resist the idea of further learning.

Getting access to comprehensive, relevant training materials can sometimes be hard, leaving members underprepared for the complexities of their roles.

Many organizations struggle to allocate resources for professional training, particularly for ongoing development.

4 simple strategies for effective training

To make board development both practical and impactful, consider the following strategies:

This approach acknowledges that learning is ongoing and not confined to onboarding. Start with comprehensive initial training, but continue development throughout a member’s tenure. Tailor sessions to address emerging issues, new laws or evolving community needs.

 Offer training options that fit members’ schedules. This could include virtual modules that can be completed independently or group sessions scheduled at mutually convenient times.

Greg Doverspike, Superintendent at Mosinee School District in Wisconsin, suggests, “Find a time when [board members] all can attend to hear the same message and have a trainer deliver the message that you want them to hear.”

 Training should be tailored to the needs of public boards, with topics such as applicable laws, governance best practices, strategic planning and community relations.

 Public boards often access training through state or membership associations, in-house programs or third-party providers.

Tip: Storing training resources on board management software can save time and budget, allowing future board members to benefit without additional costs.

Effective public board training should cover:

Employment and evaluation of the chief administrator

“Public-facing boards should have a clear mandate, with well-prepared members knowledgeable about the topics they will be dealing with. Processes should be outlined, ensuring members are well informed and that there is transparency and public inclusion.” — Gwen Dombroski, Manager of Legislative Services/Clerk, County of Renfrew, Ontario

You can also download the infographic in pdf format 

A well-trained board can be the difference your district needs. Here are more resources to learn how to upskill your board:

Making board development intuitive, ongoing and effective: A guide for public education and local government

" is full of expert advice and practical tips from seasoned professionals.

Public sector board development: Practical tips from leaders who know

" is packed with actionable tips and strategies to guide you in streamlining board operations and fostering strong alignment.

Board development: Future-proof your board with essential skills

" for an engaging panel discussion about board training and development.

, part of the Diligent One Platform, is a robust digital solution that ensures that board members have access to the information they need, anytime, anywhere. It also helps boards remain compliant with laws and regulations, while improving engagement and alignment. 

Talk to one of our governance specialists

 today to find out how we can help your public board.

Diligent

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5 insights shaping the future of GRC from the AI Innovations Virtual Summit

Why board development matters: An infographic and guide for public boards

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