AI is No Longer an IT Issue — It is a Boardroom Imperative
Artificial intelligence is evolving at a remarkable pace. In just over a decade, AI has progressed from Perception AI, powering applications such as speech recognition, deep learning recommender systems and medical imaging, to Generative AI, transforming digital marketing and content creation. Today, we are entering the era of Agentic AI, where intelligent assistants can support coding, customer service and a growing range of business functions. The next phase, Physical AI, is expected to bring AI into robots, autonomous vehicles and other real-world systems. As AI capabilities advance from understanding and generating content to taking action in the physical world, their impact extends far beyond technology. AI is reshaping how organisations compete, create value and engage customers. The question facing business leaders today is no longer whether to adopt AI, but how best to harness it strategically to drive growth, innovation and long-term resilience.
This shift places AI firmly on the boardroom agenda. For boards and senior executives, the opportunities are significant, ranging from productivity gains and improved decision-making to new revenue streams and business models. Equally important are the responsibilities that accompany them, including governance, cybersecurity, ethics and risk management. These are not technology issues delegated to IT teams; they are leadership priorities that require active oversight and informed decision-making.
Just as digital transformation required organisations to rethink operating models, AI is reshaping how value is created. Effective adoption begins with clear business objectives. Leaders must identify where AI can solve real business problems, improve customer experiences or create competitive advantages, rather than pursuing technology for its own sake.
Boards play a critical role in guiding this transition. They must ensure AI investments support long-term business goals, align with corporate values and are underpinned by appropriate governance frameworks. Questions increasingly finding their way into board discussions include: How can AI strengthen competitiveness? Do we have the talent and capabilities needed to succeed? How should we manage data, privacy and cybersecurity risks? What safeguards are required to ensure responsible and trustworthy AI use?
Yet effective AI leadership extends beyond governance and risk management. The success of any AI strategy ultimately depends on people. Contrary to popular perception, AI is not simply about replacing jobs; it is changing the nature of work. Across industries, AI is helping employees automate repetitive tasks, analyse information more efficiently and focus on higher-value activities that require human judgement, creativity and relationship-building.
Organisations that succeed in the AI era will be those that invest not only in technology, but also in talent. Building AI readiness requires developing new skills, continuous learning and a culture that embraces innovation. Leaders must create environments where employees are empowered to experiment, adapt and work alongside intelligent technologies.
For Hong Kong, the opportunities are particularly compelling. As an international business and financial centre, Hong Kong possesses many of the ingredients needed to thrive in the age of AI, including a highly connected economy, world-class professional services, international talent, strong research capabilities and a dynamic innovation ecosystem. Leveraging its unique position as a city that "enjoys strong support of the Motherland and being closely connected to the world,” Hong Kong is well placed to serve as both a “super connector” and a “super value-adder,” bridging the Chinese Mainland's innovation strengths with global markets, capital and business opportunities. By facilitating these connections, Hong Kong can accelerate the commercialisation and industrialisation of AI breakthroughs while seizing on the opportunities arising from a new wave of technological transformation.
Realising this potential, however, requires both enabling infrastructure and a vibrant ecosystem capable of translating innovation into practical business applications. Cyberport is playing an active role in this transformation. Its AI Supercomputing Centre provides advanced computing resources to support research and industry applications, while the Artificial Intelligence Subsidy Scheme is helping enterprises, universities and research institutions accelerate adoption across sectors. With more than 500 AI and data science start-ups within its 2,300+ digital enabler community, Cyberport can also serve as an extended innovation arm for corporates seeking access to entrepreneurial talent, practical solutions and real-world use cases.
This is especially important for both established enterprises and SMEs. Advances in cloud computing, generative AI and digital platforms are making AI more accessible and affordable. At the same time, large corporates face disruptions from one-person companies that can spot market opportunities and test product-market fit more quickly and cost-effectively. Instead of fighting this shift, businesses should embrace it, using AI and innovation partnerships to stay relevant and support sustainable growth.
As Hong Kong continues its journey towards becoming an innovation-driven economy, AI has the potential to be a powerful catalyst for growth and transformation. Yet technology alone will not determine the outcome. The organisations that emerge strongest will be those whose leaders recognise that AI is ultimately a business transformation journey requiring vision, governance, talent development and a willingness to rethink traditional ways of working.
In that sense, AI is no longer an IT issue. It is a boardroom imperative.
Eric Chan, Chief Public Mission Officer, Cyberport
