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AI at a crossroads

Building trust as a path to scale

The rapid adoption of artificial intelligence is redefining the business landscape across the Asia Pacific region, offering transformative opportunities for innovation and growth. Yet, as AI becomes increasingly integral to decision-making and operations, questions around trust, accountability, and governance are more critical than ever.

Our latest insight, co-developed by Deloitte Access Economics and the Deloitte Asia Pacific AI Institute, equips C-suite executives and tech leaders with actionable guidance on fostering trustworthy AI. Drawing on the perspectives of nearly 900 senior leaders from 13 countries across the region, the report leverages Deloitte’s AI Governance Maturity Index to explore what effective AI governance looks like in practice.

With AI investment in Asia Pacific expected to surge five-fold to US$117 billion by 2030, the findings underscore an urgent imperative: organisations must establish robust governance frameworks to unlock AI’s full potential responsibly.

Explore key insights and recommendations
 
  • Organisations with more mature AI governance frameworks report a 28% increase in staff using AI solutions and experience nearly 5% higher revenue growth.
  • 91% of organisations surveyed are categorised as having only ‘basic’ or ‘in progress’ governance structures, indicating a significant need for improvement in AI governance practices.
  • The most pressing risks associated with AI usage are security vulnerabilities (86%), surveillance (83%), and privacy issues (83%).
  • A quarter of organisations have experienced an increase in incidents (e.g., data breaches) related to AI in the past financial year, despite two in five organisations lacking a reporting mechanism for queries or incidents related to AI use in the workplace.
  • 45% of businesses say that enhanced AI governance has positively impacted their reputation among customers.
  • 58% of employees have the skills and capabilities to use AI responsibly.

The report outlines four high-impact actions that organisations can take to improve AI governance:

1. Prioritise AI Governance to realise returns: Continuous evaluation of AI governance across policies, principles, procedures, and controls, including monitoring changing regulations.

2. Understand and leverage the broader AI supply chain: Understand and interact with the broader AI supply chain, including developers, deployers, regulators, and customers, with regular audits throughout the AI lifecycle.

3. Build risk managers not risk avoiders: Develop employees' skills to identify, assess, and manage risks, focusing on the "people and skills" pillar of the AI Governance Maturity Index.

4. Communicate and ensure AI readiness: Be transparent about the AI strategy, benefits, and risks, provide training, and reskill teams. Practical steps include scenario planning, narrative development, and crisis exercises.

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