For most of the past decade, Chief Data Officers (CDOs) have spent their time building data foundations, improving governance programs, driving analytics adoption, and more recently, helping organizations navigate AI.

Yet despite the growing importance of data and AI, boardrooms have largely remained disconnected from the leaders responsible for these capabilities.

In my work advising boards and executive teams on digital leadership, AI governance, and enterprise AI literacy, I have seen that begin to change. As organizations accelerate their AI ambitions, boards are discovering a reality that many data leaders have understood for years: there is no meaningful AI strategy without a strong data strategy.

The result is a growing interest in data leadership at the board level and a recognition that directors need new skills to oversee emerging technologies, AI risks, and digital transformation initiatives.

While the transition from CDO to board director is still uncommon, the conditions are being created for more data and digital leaders to make that move in the years ahead.

Boards are paying attention to data

One of the most significant changes I have observed is the growing curiosity boards have about data and AI. Not long ago, most boards paid little attention to data leadership. Discussions around data were often delegated.

Today, I see boards asking more questions about AI, governance, risk management, and digital transformation. In some organizations, directors are even seeking formal education on data and AI topics so they can better understand the implications of these technologies for the business.

This increased interest is being driven largely by AI. Executives and directors alike are recognizing that AI initiatives cannot succeed without trusted data, strong governance, and clear accountability structures.

However, CDOs across organizations still remain several layers removed from direct board engagement. While there is progress, the connection between the boardroom and the CDO role remains underdeveloped. Most CDOs are still not regular participants in board discussions.

Nonetheless, there is growing awareness of the value data leaders bring.

Why digital expertise is becoming a board requirement

Boards of digitally-driven businesses require members who understand technology, AI, cybersecurity, analytics, and digital transformation. The demand is not necessarily for domain specialists. It is instead for leaders who can connect technology decisions to business outcomes. CDOs fit the bill perfectly.

With AI influencing business decisions, digital expertise is now a critical board competency. In some regions, this shift is already being formalized. Several countries have introduced requirements or expectations that boards include directors with digital expertise. Other regions are moving in a similar direction as regulators, investors, and stakeholders push for stronger technology oversight.

The U.S. has historically taken a less prescriptive approach than many other markets. But things will change here too. Boards are seeking more digital fluency, and organizations are recognizing that effective oversight requires directors who understand the opportunities and risks associated with modern technologies.

For aspiring board members, this represents a significant opportunity. However, the pathway may require broadening beyond a purely data-focused role.

Understand how boards operate

In reality, CDOs also don’t automatically become a strong board candidate. The transition often requires additional experience and preparation.

A CDO whose responsibilities are limited to governance or analytics may be viewed as too specialized. Those who expand their scope into digital transformation, technology operations, customer experience, or enterprise strategy often become stronger candidates.

This is why many future board directors may first evolve into broader digital leadership positions. Responsibilities that include technology platforms, digital applications, AI strategy, or enterprise transformation can help create the wider perspective boards expect.

Equally important is understanding how boards operate. Board governance differs significantly from executive leadership. Executives manage day-to-day operations, while directors focus on oversight, accountability, strategy, and long-term value creation. The skills required for each role are related but not identical.

For aspiring board directors, formal board education can be extremely valuable. Learning how boards function, how committees operate, how directors evaluate risk, and how governance frameworks are structured provides critical context that many executives never encounter during their operational careers.

The transition requires learning a new language and understanding a different set of responsibilities.

Speaking the language of the board

One of the biggest gaps between data leaders and boards is communication. When boards seek guidance on AI, they are rarely asking about model architectures, data pipelines, or technical frameworks. Instead, they want clarity on governance structures, accountability mechanisms, risk ownership, and organizational readiness.

They ask questions such as:

• Where should AI oversight reside within the board structure?
• Which committees should assume responsibility?
• How should directors evaluate AI-related risks?
• What should be the expectations for management teams?

These are governance questions, not technology questions. For data leaders aspiring to board positions, the ability to translate technical concepts into business and governance language is a critical skill. Boards need advisors and directors who can help them navigate uncertainty while connecting technology decisions to business outcomes.

The future board director may not come from a traditional finance, legal, or operational background alone. Increasingly, boards will need leaders who understand how data, AI, and digital technologies shape strategy, risk, and competitive advantage.

The CDO may not yet be a common presence in the boardroom, but the rise of AI is creating new opportunities for digital leaders to influence governance at the highest levels of the organization.

What aspiring board directors should do next

For CDOs inspired by the possibility of board service, the journey begins long before the first board opportunity appears. Building the right experience, credibility, and network takes time, and the most successful board candidates prepare well in advance.

• Start by broadening your leadership beyond data: Boards look for executives who understand enterprise strategy, financial performance, risk management, customer value, and organizational transformation, not just technical excellence.
  Leading cross-functional initiatives, AI strategy, digital transformation, or technology modernization can demonstrate the broader business perspective that directors are expected to bring.

• Invest in governance education: Programs offered by organizations such as the National Association of Corporate Directors (NACD), Harvard Business School, Yale, or others can provide valuable insight into fiduciary responsibilities, committee structures, board dynamics, and effective governance practices. Understanding how boards operate is as important as understanding the technologies they oversee.
  Seek opportunities to gain governance experience before pursuing a public company board seat. Advisory boards, nonprofit organizations, industry associations, and private company boards provide valuable experience while helping build a governance track record.

• Develop your visibility and reputation: Many board appointments come through trusted networks rather than formal applications. Publishing thought leadership, speaking at industry events, participating in governance forums, and building relationships with directors and executive search firms can significantly increase your visibility as a board candidate.
• Continue to deepen your expertise in AI governance, cybersecurity, enterprise risk, and responsible innovation: As boards navigate an increasingly digital future, they will seek directors who can connect emerging technologies with strategy, governance, and long-term value creation.

The pathway from CDO to board director is still evolving, but it has never been more promising. Those who combine deep digital expertise with business leadership, governance knowledge, and strategic influence will be well positioned to help shape the boardrooms of the future.