Most Polish companies have now adopted a comfortable and seemingly safe strategy of “observational modernisation”. From the outside, it may look like prudent capital management: we wait until the technology matures and others clear the path. However, from the perspective of modern corporate governance in 2026, this passivity is, in reality, walking on very thin ice.

Management Boards and Supervisory Boards must urgently realise one thing: if your direct competitors successfully implement Artificial Intelligence and start using it to generate step-change revenues or drastically reduce operating costs, your waiting is no longer a strategy. It becomes negligence.

Collective Responsibility at C-Level

In the world of algorithms, there is no longer any room to hide behind the IT department or the CIO. Regardless of which area you are responsible for within the C-Suite, responsibility for digital transformation is shared and collective.

If the company loses market share because it has failed to automate recruitment and talent management processes, the CHRO is responsible.

If financial systems and budget forecasting are still based on outdated spreadsheet models, the CFO is responsible.

If marketing cannot personalise customer experiences in real time and loses the battle for conversion, the CMO is responsible.

Delaying AI implementation and failing to align the organisation with the pace of market change may, from a legal perspective, be interpreted as an omission and a conscious exposure of the company to lost benefits, meaning financial damage. And for that, as a Management Board member, you may be personally liable. From your own private pocket.

How Can This Risk Be Measured? AI Boardroom Readiness Index

To help top management move out of this risk zone, at Booster of Innovation, we have developed our own advanced diagnostic tool: the AI Boardroom Readiness Index.

It enables a precise assessment of the organisation in two key dimensions: its hard-process and technology readiness, and the maturity of its organisational culture (AI Culture 360). Through an audit at the level of the whole company, top management and key leaders, we can diagnose the real starting point.

The result of this index gives the Management Board hard evidence and a strong basis for designing the right AI Strategyand action plan — one that effectively mitigates the risk of accusations of mismanagement.

More next Saturday: in the next article in this series, we will take a deep legal dive into the concept of lost profits, or lucrum cessans, in the context of algorithms.

Do not risk acting in the dark. 

Book a 20-minute consultation and find out how to protect your Management Board through the AI Boardroom Readiness Index diagnosis.

Let’s talk and check whether your Management Board is legally and strategically safe in the AI era.