GOOGLE'S ADVANCED TECHNOLOGY EXTERNAL ADVISORY COUNCIL (ATEAC)

• In March of 2019, Google announced the formation of a new external advisory board, termed the Advanced Technology External Advisory Council (ATEAC), with the mission of helping the company monitor and navigate its use of AI, particularly within the context of ethics.
• More specifically, the ATEAC was viewed as an "independent watchdog" which would help regulate how Google engaged with AI in a practical business setting, however the advisory board had no "set agenda" and no authority to "completely veto projects."
• Additionally, the ATEAC was comprised of eight members with expertise on a variety of subjects including psychology, foreign policy and computer science.
• Although Google provided no details regarding its selection of advisory board members, news media hypothesize that decisions were made, in part, to appease various lawmakers and political interests.
• Notably, Google moved forward with creating the ATEAC following a series of controversies related to its activities surrounding AI, including Google's engagement in the US DOD drone program Project Maven.
• Specifically, in response to significant internal and external criticism, Google terminated its relationship with Maven, created a new set of AI Principles and, ultimately, formed the ATEAC to help "fend off controversy."
• However, just one week after forming the ATEAC, Google dissolved the advisory council, citing the "current environment" as preventing the council from functioning as intended.
• The dissolution of the board is widely viewed as a response to immediate internal and external criticism that the board included Heritage Foundation President Kay Coles James, a political conservative who had previously made public "anti-LGBTQ" remarks.
• In particular, a petition entitled "Googlers Against Transphobia and Hate" was circulated following from the news, which called for Ms. James' removal and received 2,000 signatures.

FACEBOOK'S SAFETY ADVISORY BOARD

• In December of 2009, Facebook announced the formation of a new advisory board, termed the Facebook Safety Advisory Board, with the mission of helping the company improve user safety as well as set an example for safety practices throughout the internet.
• The advisory board is comprised of Common Sense Media, ConnectSafely, WiredSafety, Childnet International and The Family Online Safety Institute (FOSI), five "internet safety organizations" based on North America and Europe, who effectively serve as "consultants" for Facebook on matters related to online safety.
• More specifically, the board reviews "existing safety resources," develops new resources and collects and interprets best practices related to safety and the internet.
• Additionally, members of the Safety Advisory Board receive a $25 thousand annual honorarium and must sign a non-disclosure agreement with Facebook, but have no formal accountability for Facebook's policies or actions.
• Notably, Facebook moved forward with creating the Safety Advisory Board as the subject of online safety became an increasingly "hot-button" issue.
• Prior to forming the advisory board, Facebook had established agreements with 49 state attorney generals to improve online protection for kids from predators, partnered with MTV on the "A Thin Line" campaign against cyberbullying, participated in the Internet Safety Technical Task Force and partnered with the National Crime Prevention Council on creating safety content, among other safety-related efforts.
• Although Facebook had consulted previously with external organizations regarding safety practices, the creation of the Safety Advisory Board was viewed as a mechanism to "formalize the relationships" and "gather more feedback."
• Successes of Facebook's Safety Advisory Board since its formation include the creation of a new Safety Center of online safety resources as well the release of "A Parent's Guide to Facebook," which helps parents guide their children in using social media.
• However, Facebook's Safety Advisory Board has also received criticism for the fact that half of its Safety Advisory Board has financial ties to Facebook, with The Family Online Safety Institute, for example, potential influenced by the fact that a Facebook executive is on the company's board.
• Additionally, members of the advisory board, who do not officially speak for Facebook, have been known to speak publicly about Facebook and online safety.
• Most recently, a former advisory board member stated before Congress that Facebook had ignored "concerns from advisers" about data privacy "for years," resulting in additional controversy and criticism for Facebook.

RESEARCH STRATEGY

FACTOR 1: SKILLS AND EXPERIENCES

• When choosing advisory board members for a technology company, it is highly important that the potential advisors possess the skills and experiences that the founders lack.
• The company should consider the expertise that is lacking in their present team. It should then choose advisers that fill those gaps.
• This is a key factor as these advisers will bring a new perspective to the company. They will be seasoned individuals who are well-rounded in the technology industry.
• They will also bring valuable industry insights and help your company to grow. Recruiting individuals with fresh skill sets will help the company to make better decisions.
• Technology company managers should do an evaluation of the company and find the company’s weaknesses. Advisers should then be chosen who will help to turn these weaknesses into strengths.
• Choosing advisers that have the skill set lacking in the company will help it to become successful and increase its productivity.

FACTOR 2: POPULARITY IN THEIR FIELDS

• Technology companies should do their best to choose advisory board members who are big names in their fields. These advisory board members should be very popular and highly respected.
• This is a key factor as these candidates will make it easier for the company to pitch to other candidates on the list.
• They will assist the company in grabbing the attention of potential investors. They will also have the connections needed to help grow the company.
• For example, Mark Zuckerberg highlights that Steve Job’s mentorship and knowledge of the key players in the field were critical to the success of his social media platform.
• Endeavor Insights analysts found that over 33% of tech companies that were advised by well-known and well-established experts in the field went on to establish very successful organizations.
• These types of advisers can help the business to establish credibility. They will help to attract and keep customers, partners, employees, and investors.
• Aaron Pittman, founder of RA Domain capital intelligence said that advisers should be able to network and should be very popular in their varying fields as to attract the right people to the company.

FACTOR 3: NOT TOO MANY ADVISORS

• Companies should be very selective when choosing advisory board members. It should always be quality over quantity.
• Advisory boards should be limited to just five members with the necessary skills and experience.
• A big advisory board may lead to issues. Another article stated that keeping advisory boards under 5 members is usually the best way to go.
• Having too many advisers can lead to less productivity. It can also lead to unnecessary disagreements and stall the growth of the company.
• Advisory boards should have over seven people. Businesses should seek to have members who bring real value, no matter how small the number.

FACTOR 4: WANT TO SEE THE COMPANY SUCCEED

• A technology company should choose advisers that are invested in its growth.
• These advisers should be highly involved in matters related to the company and should not have to be prompted to come to meetings, take part in meetings, read through important documents, and so on.
• According to Walle, there are two main types of advisers, one that you call for advice and the other that is calling you to share insights. Companies should choose the latter as these advisers will be extremely beneficial to the growth of the company and its overall success.
• These advisers will be fully committed to the company and will support it along the way.
• Advisers should be invested in the company's success. They should be vocal and active in meetings.
• Companies should ensure they choose the right advisers that are willing to put in the time needed for the success of the company.

FACTOR 5: WORKS WELL WITH OTHERS

• This is a key factor, as advisers who cannot work in a team will not work well on the board.
• A lot of different opinions will be said at each meeting and each adviser must be able to respect the opinion of the other.
• If they cannot, this will lead to a clash of personalities and many disagreements. It will lessen the productivity of each meeting and stifle the company’s growth overall.
• Advisers should be respectful towards the company and the other advisers on the team. It will help to develop a mutual understanding between all the parties.

FACTOR 6: A LOYAL CUSTOMER/SUPPORTER

• Adding a loyal customer or supporter to the advisory board will be good for the company. Especially as the company advances, it will be increasingly difficult to keep connected to customers.
• Having one on the board will help the company to understand its customers.
• This is a key factor as having a loyal customer/supporter on the board will help the company to gain valuable insights into what people are looking for.
• It will provide information on what motivates customers/supporters. The company will also get information on some long term improvements it can make to create competitive products.
• This customer/supporter on the board will be the key to the mind of the target market.
• Having a customer on the advisory board impact your product road map, generate brand champions, shape marketing messages, and uncover great insights that will lead to the success of the business.
• This type of adviser will also help the company to increase its customer retention and guarantee customer approval.

FACTOR 7: MARKETING EXPERT

• It is a good idea to choose someone with marketing expertise to be on the advisory board. Advisors are usually there to provide advice on marketing, sales, and finance. Having board members from each of these industries will be helpful.
• This is a key factor as marketing is highly important to any company. Having a board member who is efficient in marketing will help with the growth of the company.
• A marketing expert on the advisory board will provide information on marketing needed for the growth of the company.
• Choosing advisers with a marketing background is very important. These individuals will help to monitor the company’s market and sales and improve the credibility of the business.

RESEARCH STRATEGY

Define the Advisory Board's Goals

• To delegate responsibilities effectively, an advisory board must have clear goals.
• Once the advisory board is established, each meeting should be well-prepared and have a clear agenda so that each member can understand their role.
• Having a mandate for the board as a whole is as essential as assigning individual responsibilities to its members.
•  Thomas Walle, co-founder and CEO of Unacast, says that clearly defining the mandate of an advisory board makes the difference between having an advisory board that you call for help and an advisory board that proactively offers solutions.

Identify Key, Varied Roles that Members Can Play

• Mitchell Kopelman, partner at a major tech consulting firm, recommends that responsibilities be delegated according to five archetypes: the Loyal Customer, the Industry Networker, the Pragmatic Expert, the Global Navigator, and the Marketing Maverick.
• These five roles can then focus on, respectively, giving the customer perspective, offering industry-level insights, tracking the company's long-term future, providing an understanding of cultural nuances, and empowering marketing analytics and outreach options.
• Another expert, Bill Green, also says assigning advisers varied roles is essential for a successful advisory board.
• Each member should understand their role and expectations and all other employees that may be affected by the member's role should also understand their function.

Balance Control-Related Tasks and Service-Related Tasks

• Control-related tasks, like coordination of shareholder, and service-related tasks, like networking, should be delegated carefully to an advisory board, as demonstrated in Eric Weber's study on advisory boards for tech companies.
• Control-related tasks, while essential, are often managed by a board of directors, so it is important to avoid overlap in responsibility, and too much focus on control-related tasks can lead to dissatisfaction from the company with the advisory board.
• On the other hand, service-related suggestions by the advisory board should be kept focused and at a high-level, so many companies delegate the role of communication to just the chair of the advisory board.

Research Strategy