What is AI governance?

AI governance is the collective term for the policies, rules, and structures that enable organisations to operate AI safely, fairly, and transparently. Frameworks such as the EU AI Act and Japanese government guidelines are advancing globally.

Why is the Manhattan Project discussed?

The historical lesson of how accountability was questioned when technology's power exceeded human imagination is directly relevant to executive decision-making in the AI era. We learn the essence of "technology and responsibility" from this historical context.

Why should executives attend rather than the IT department?

AI governance is not a technology problem — it is an executive decision-making problem. "Failures caused by delegating to AI" can become a matter of executive liability. Setting policy is the role of leadership.

Does the EU AI Act apply to Japanese companies?

Yes. Japanese companies providing services within the EU may fall under the regulation. Furthermore, Japanese government guidelines are being developed with reference to the EU AI Act, making it relevant to domestic companies as well.

Can this be adopted as a reskilling or talent development initiative?

Yes. An increasing number of organisations are adopting this seminar as an AI governance and compliance literacy initiative, led by HR and talent development departments. It is also well-suited as part of digital education and upskilling programs for managers.

Seminar 04 ／ AI Governance

Corporate Seminar

Responsible Leadership and AI

To "respect the risks" and "harness the power" of AI —
what executives must know.

— Historical context x Global regulatory trends x Impact on Japanese enterprises

FormatLecture + Workshop

AudienceC-suite to directors and emerging leaders

ScheduleContact us for details

LecturerAriki Ono

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Are you looking the other way?

AI adoption has expanded.
But who bears the responsibility?

The era when "we didn't know" is no longer an excusehas quietly begun.

Employees are using AI tools, but who is actually managing the risks of data leakage, copyright infringement, and hallucinations remains unclear

The EU AI Act, Japanese government guidelines — is "our legal team is handling it" truly sufficient?

"Failures caused by delegating to AI" can become a matter of executive liability. But what to govern and to what extent remains undefined

Technology has entered an era where"we didn't know" is no longer an excuse.
The scientists of the Manhattan Project, too, initially believed in the “good use” of their work.

Historical Perspective

Learning from the history of technology and responsibility

In 1945, the scientists who joined the Manhattan Project held the conviction that they were "ending the war." But after the bombs were dropped, many spent the rest of their lives questioning their own responsibility.

It is no coincidence that AI is being called "the AI Manhattan Project." When the power of technology exceeds human imagination, questions of accountability inevitably follow.

This seminar draws lessons from historical context to cultivate an executive perspective on what constitutes the "good use" of technology.

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The good or evil of technology lies not in the technology itself, but in the will of the people and organisations that use it.

— Core message of this seminar

1945

Manhattan Project and the atomic bombings

A historic turning point in the relationship between science, technology, and human responsibility

2023

EU AI Act adopted

The world's first comprehensive AI regulation. A risk-based approach imposing obligations on businesses

2024

US Executive Order on AI Safety

Federal-level guidelines built on the pillars of safety, security, and trust

2025

Japan AI Business Guidelines revised

Guidelines for businesses by METI and MIC. The era when "we didn't know" no longer holds

Now

Where does your company stand today?

Organisations must balance regulatory compliance with strategies that turn AI into competitive advantage

What You'll Gain

Skills and insights you will walk away with

Gain the evidence to say "Go" or "Stop" to AI adoption as an executive decision

Move from "leaving it to the field" to "leadership sets the direction." Develop the perspective for responsible decision-making.

Understand the current state of AI regulation in the EU, US, and Japan, and assess your company's compliance risks

"It doesn't apply to us" no longer holds. Organise domestic and international regulatory trends from your company's perspective.

Explain why AI adoption focused solely on "efficiency" creates long-term risk

Ground your arguments in historical context for substantive discussions that change the way you are heard in the boardroom.

Articulate technology ethics not as idealism, but as a tool for competitive advantage and trust-building

Shift governance from a "cost centre" to a "differentiator." A mindset that drives enterprise value in the AI era.

Program

How the programme is structured

Essential perspectives for everyone from executives to AI initiative leaders, regardless of role. "Technology is not neutral. The people and organisations that choose and deploy it bear responsibility for the outcomes" — guided by this principle, participants learn from both historical context and the latest regulatory developments.

Chapter 01

The societal impact of generative AI and its historical context

Why generative AI is called "humanity's last great invention"
The Manhattan Project comparison — technology and human responsibility
Examining the "good use" of technology through history
The impact of AI on society, customers, and employees

Chapter 02

Global AI governance: latest regulatory trends and implications for Japanese enterprises

Overview of the EU AI Act and practical implications for businesses
Comparative analysis of regulatory developments in the US, China, and Japan
Japanese government AI guidelines — the points where "we didn't know" is no longer an excuse
The first steps in governance design your company should take today
Discussion: Bringing your company's challenges to the table

Voices

What past participants say

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For our executives

This is exactly the kind of content I wish our entire executive team had heard.

受講者（業界・属性は非公開）

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Risk management as an accelerator

The idea that "AI risk management is an accelerator" was a genuine eye-opener.

受講者（業界・属性は非公開）

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AI literacy is essential

Regardless of industry, I was reminded that generative AI literacy is something every professional must develop going forward.

受講者（業界・属性は非公開）

Request

Interested in hosting this seminar at your organisation?

We are happy to tailor the schedule, capacity and format (in-person or online) to suit your needs. Enquiries from HR and corporate planning departments are most welcome.

Enquire about this seminar