Nearly half of governance leaders in Asia plan to make artificial intelligence a central strategic priority in 2026, according to new findings released by the Diligent Institute. The survey shows that 48% of respondents intend to accelerate AI adoption in the year ahead, placing it ahead of growth initiatives, cybersecurity concerns and geopolitical risks. The results suggest that, despite ongoing global uncertainty, boards in the region are choosing to advance innovation rather than slow down.
The report, produced in partnership with the Singapore Institute of Directors and the Governance Institute of Australia, draws on responses from 187 governance leaders across Asia-Pacific. It highlights how organisations are navigating rapid technological change and rethinking boardroom priorities as AI becomes more embedded in their business operations.
According to the survey, 57% of organisations in Asia have already incorporated AI into one or more areas of their operations. Digital transformation, including AI-related opportunities and risks, was cited by 70% of respondents as the most urgent board agenda item for 2026, followed by growth strategies at 68%. Only a small proportion highlighted shareholder activism or M&A activity as priorities, signalling a shift towards strengthening internal capabilities rather than pursuing external expansion.
Dottie Schindlinger, Executive Director of the Diligent Institute, said the rapid adoption of AI has outpaced the ability of many organisations to implement suitable governance safeguards. “In the era of AI, the greatest risk isn’t the technology itself, but the governance gap that it is creating. By developing strong expertise and robust oversight, organisations can secure a competitive advantage and navigate uncertainties in the year ahead with confidence,” she said.
Governance challenges posed by agentic AI
The survey highlights rising concern around agentic AI, which refers to autonomous systems capable of making decisions and taking actions on behalf of users. While 86% of respondents see efficiency and productivity as its main benefits, 64% are worried about data quality and privacy, and 61% believe their organisations currently lack the governance processes needed to guide AI-driven decisions.
A growing gap in digital expertise is also putting pressure on boards. Nearly 7 in 10 leaders identified digital technology skills as a critical development need, yet only 31% of organisations require directors to undergo AI training. Just 28% have appointed board members with AI expertise.
Some organisations are beginning to formalise oversight mechanisms. One-third are establishing AI committees or working groups, while 37% now require CTOs or CIOs to participate in board-level AI discussions. Many respondents also signalled the need for more strategic planning time and greater exposure to external experts to strengthen governance processes.
Terence Quek, CEO of the Singapore Institute of Directors, said: “In today’s AI-driven business landscape, corporate governance has become a critical business imperative, and the stakes have never been higher. To navigate this new reality, boards must prioritise director education and sustained capability development to build the resilience needed to thrive amidst increasing technological complexity.”
A region preparing its boards for rapid transformation
The wider Governance Outlook 2026 analysis shows that boards across Asia-Pacific are contending with rapid technological development, evolving regulatory obligations and shifting geopolitical dynamics. Technology-related risks, cybersecurity incidents and workforce implications are driving boards to dedicate more time to long-term strategy and resilience planning.
The report’s demographic breakdown shows that respondents represent a diverse mix of public, private and non-profit organisations across multiple sectors. Their collective feedback indicates that boards in the region are preparing for a period of significant transition, where AI, digital capability and governance maturity will play a defining role in organisational competitiveness.
