Directors are being asked to make consequential decisions at a pace few governance models were designed to absorb.
Insights from more than 200 U.S. public company directors show boards are racing to keep pace with emerging technology, AI, cybersecurity, geopolitical volatility, regulatory change, and shifting growth priorities — all while protecting the foundations of effective corporate governance.
Grounding Governance Processes Amid Rapid Change
As risks accelerate and responsibilities expand, directors are being forced to decide what deserves board-level attention, what can be delegated to committees, and what should remain with management. Risk identification and prioritization (48%) emerged as one of the top critical skillsets/experiences to enhance current board composition. Although directors generally rated themselves effective in governance oversight (85%), most governance areas experienced a widening gap in year-over-year effectiveness:
58% of directors are highly effective at collaborating with the CEO and management, down from 69% in 2025
22% reporting ineffective crisis management participation, from 13% in 2025
20% of directors report their boards are ineffective at conducting member evaluations and executing refreshment strategies, from 9% 2025
