AI risk committees are proliferating faster than the frameworks that should guide them. Directors asked to chair them face an unfamiliar remit and, often, limited peer precedent.
The chair's task is not to become the smartest technologist in the room. It is to structure the room so that technologists, executives, risk officers, and independent directors can reason together with clarity.
That work begins with agenda architecture: separating model-risk oversight from strategy, distinguishing adoption metrics from governance metrics, and protecting the committee from becoming a rubber stamp for procurement decisions.
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