How boards can get ready for the metaverse

Today, the metaverse is a hot topic, grabbing the attention of business leaders, consumers, and the media. Many believe that it may profoundly change how businesses and consumers interact with products, services, and each other.

At its core, the metaverse is a realistic 3D digital world. Some consumers use the metaverse to try on virtual clothes in a virtual store, or to buy virtual merchandise for a virtual game. The metaverse may also allow a business leader to virtually visit a factory location across the world, or team members from around the world to come together to work on a project.

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metaverse governance for boards

How will the metaverse impact boards?

While the metaverse is still evolving, its already having a big impact on business. In a recent PwC survey, two thirds of company leaders tell us their companies are already actively engaged in the metaverse. Eighty-two percent (82%) expect metaverse plans to be part of their business activities within three years.

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With the possibility of significant growth and opportunity in this area also comes risk. The metaverse will need rules of engagement for users, rules for how the metaverse itself can change over time, and enforcement mechanisms, including for tax collection, data governance, and regulatory compliance. Security will be paramount, as a decentralized digital world may offer malicious actors a new world of entry points for attack. Authenticity—and trust more broadly—will be a key concern.

The board will play a critical role in overseeing investment in the metaverse, strategic decisions about its implementation and direction, and monitoring of the risks it could pose to the company and its customers and clients. Our 2023 metaverse predictions outline that the hottest metaverse topic will be responsible use because people and organizations need to trust it in order to use it.

What questions should directors be asking?

In the near term:

  • Strategy. Has management explored the current business case for investment in the metaverse? Are the company’s peers making similar investments? What are the risks of investing in the metaverse now versus later? Should the company pursue the metaverse alone or consider partnering with, say, an industry association?
  • Education. How is management staying up to speed on the metaverse, and how can the board learn more? What internal or external resources are available to provide the board a strong understanding of the opportunities and risks associated with the metaverse?
  • Early investment. Has management selected opportunities to test the waters in the metaverse? If so, are there processes and controls in place to evaluate those opportunities and their associated risks?

In the longer term:

  • Trust. How might the company’s more long-term investment in the metaverse present challenges for cybersecurity, privacy rights, regulatory compliance, brand reputation, and anti-fraud efforts? How will the company mitigate those potential risks?
  • Resources. What resources are available to support more long-term investment in the metaverse? Where might the company need to invest in upskilling or recruiting? What investments might need to be made in the company’s digital platforms?

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