Keir Starmer’s AI Opportunities Action Plan is a bold vision to position the country at the forefront of a global revolution. But ambition alone isn’t enough and Boards across sectors will be key to ensuring its success, writes Liza Tullidge
Boards hold the key to steering organisations in ways that align long-term business success with societal progress. In the context of Starmer’s plan, their role extends beyond traditional oversight.
They are uniquely positioned to bridge strategic ambitions with practical implementation, ensuring that innovation is pursued responsibly and with foresight.
Tullidge: critical challenge function
Board members provide the critical challenge function, asking the tough questions that uncover hidden risks and identify opportunities for resilience. They set the tone for accountability, embedding priorities like climate resilience and equitable access into organisational strategies.
Moreover, as custodians of trust, boards are instrumental in engaging with stakeholders, from investors to communities, to build consensus and mitigate potential backlash.
By championing thoughtful governance, they only safeguard organisational reputation but also help unlock the transformative potential of AI for broader societal benefit. Without their leadership, even the most visionary policies risk faltering under unanticipated challenges.
The rapid expansion of technologies bring immense opportunity, but also immense risk. AI relies on infrastructure like data centres which are notoriously resource-intensive.
These facilities demand significant energy and water, often competing with local needs and straining community resources. Without proactive measures, the environmental and social costs of this growth could undermine public trust and long-term sustainability. Boards, as stewards of governance, must embed ESG principles into their oversight to address these challenges head-on.
Balancing ambition with accountability, Starmer’s plan rightly emphasises economic growth and global competitiveness, but it must also account for the hidden costs of AI adoption. Data centres, for example, have significant environmental footprints. Their energy requirements can strain local grids, while water use in cooling systems risks depleting critical community resources.
Left unchecked, these challenges could lead to backlash from affected communities, regulatory penalties, and reputational damage—outcomes no forward-thinking board can afford to ignore.
Embedding ESG principles into governance frameworks can transform these risks into opportunities. Boards have a unique ability to push for sustainable infrastructure investments, energy-efficient operations, and transparent resource management. By demanding accountability at every stage, they can ensure that AI development aligns with both community needs and environmental limits.
Are we building adaptability into our AI strategies to keep pace with rapid technological advancements and shifting regulatory landscapes?
To guide organisations through this transformative period, boards must ask four critical questions:
Workforce Readiness: Are we prepared to address the workforce transition AI will require? Do we have plans to upskill existing employees and attract diverse talent?
Environmental impact: How will our infrastructure choices affect local ecosystems, energy grids, and water resources? Are we investing in renewable energy and sustainable practices?
Ethical considerations: How are we ensuring that AI applications are fair, unbiased, and secure? Do we have systems in place to mitigate ethical and privacy concerns?
Long-term resilience: Are we building adaptability into our AI strategies to keep pace with rapid technological advancements and shifting regulatory landscapes?
By asking these questions, boards can pre-emptively address the risks that threaten to derail this ambitious plan. They also create a foundation for long-term success, ensuring organisations are equipped to thrive in a complex, rapidly evolving landscape.
AI is poised to redefine industries and societies, but its promise comes with profound responsibilities
Embedding ESG into Starmer’s vision isn’t a bureaucratic burden; it’s a competitive advantage. Companies that prioritise sustainable and equitable growth not only mitigate risks but unlock new opportunities.
Investors are increasingly rewarding organisations with robust ESG strategies, while employees and consumers gravitate toward those who demonstrate purpose and responsibility.
This isn’t just about compliance—it’s about leadership. Boards have the power to drive change, fostering a culture that priorities innovation, accountability, and resilience. When they rise to this challenge, they don’t just safeguard their organisations; they shape industries and, ultimately, society.
AI is poised to redefine industries and societies, but its promise comes with profound responsibilities. The UK has a unique opportunity to lead this transformation globally, setting a standard for ethical, sustainable AI governance. Boards must seize this moment, embedding ESG principles into every decision and leading with the vision and courage this era demands.
The stakes are clear. The question is no longer whether AI will transform our world—it is whether we are prepared to guide that transformation responsibly.
Liza Tullidge is CEO and Founder of Netā