Responsibility for artificial intelligence now sits with leaders. Boards are asked how AI decisions are overseen, regulators expect named accountability, and staff look to executives for clear rules on which tools they may use and how. ISO/IEC 42001 makes this explicit: top management must demonstrate leadership and commitment, establish an AI policy, assign roles and authorities, and review the management system at planned intervals. Leaders who treat AI governance as a technical side project tend to end up with either uncontrolled experimentation or paralysis.

The Leadership and Performance in AI Governance, Responsible AI & ISO 42001 Training Course equips senior leaders to direct AI responsibly and to know whether their governance is delivering. The first week covers accountability under ISO/IEC 38507, AI strategy, policy and objectives, operating model design, capability and culture, and the measurement of governance performance. The second week moves to advanced practice: board oversight and executive reporting, leading workforce change, stakeholder trust and crisis leadership, governing value and continual improvement across an AI portfolio, and a capstone in which each participant prepares a leadership plan for their own organisation.

Sessions are discussion-led and built around executive simulations, case studies of AI successes and failures, and peer exchange between leaders from different sectors. Technical content is kept to what a leader needs in order to ask the right questions and judge the answers.

Participants will leave able to:

• Articulate the accountabilities of boards and executives for AI under ISO/IEC 38507 and ISO/IEC 42001.
• Set an AI policy, objectives and risk appetite that align AI ambition with organisational strategy.
• Design a governance operating model with clear committees, roles and decision rights.
• Build AI literacy, ethical judgement and a speak-up culture across management and staff.
• Measure governance performance with a balanced set of KPIs, risk indicators and maturity ratings.
• Lead board oversight and management review using concise, decision-ready reporting.
• Steer workforce change, stakeholder engagement and crisis response when AI adoption meets resistance or failure.
• Develop a 100-day leadership plan for strengthening responsible AI in their organisation.

The programme is for senior people who answer for how their organisation uses AI:

• Chief executives, managing directors and their deputies
• Board directors and members of board risk, audit and technology committees
• Chief risk, compliance, data, information and technology officers
• Chief AI officers and heads of AI or digital transformation
• Directors of strategy, operations and human resources
• Principal secretaries, agency heads and senior civil servants overseeing digital services
• Country directors and senior managers in NGOs and development organisations
• General counsel and company secretaries

Executives complete the programme with practical leadership tools:

• A personal accountability map for AI decisions in their organisation.
• A draft AI policy statement with objectives and red lines.
• A RACI chart and terms of reference for an AI governance committee.
• A role-based AI literacy plan covering the board, management and front-line staff.
• A responsible AI scorecard with KPIs, key risk indicators and maturity targets.
• A board reporting template and management review agenda.
• A crisis communication checklist for AI incidents.
• A 100-day leadership plan refined through peer challenge.

Sessions are designed for experienced leaders and favour discussion and decision-making over lectures. The mix includes:

• Executive briefings that distil standards and regulation into leadership choices
• Case studies of AI deployments that succeeded, stalled or failed publicly
• Board and crisis simulations in which participants take executive and director roles
• Peer exchange between leaders from banking, telecoms, health, public service and NGOs
• Structured reflection and coaching on personal leadership practice
• A capstone 100-day plan challenged by a peer board

Leaders who take part in all ten days and present their 100-day plan at the capstone receive a CPD-accredited Certificate of Completion issued by Vision Reach Global Consultancy.

The certificate states the programme, dates and mode of delivery, and the policy statement, scorecard and leadership plan developed during the course remain the participant's to use and build on.