A board update is high-stakes recurring knowledge work: the same document every month, assembled from sources that change constantly — metrics exports, OKR docs, hiring plans, runway models. Someone senior spends a day collecting numbers and someone more senior spends an evening checking them, because a wrong revenue figure in a board deck is not a typo, it is a credibility problem.
The failure mode of using a chatbot for this is well known: the draft reads fluently and gets one number wrong, and nobody catches it because nobody is assigned to catch it. The problem is not drafting. It is governance — making review and sign-off a structural step instead of a favor.