The survey of 335 respondents comprising boards and C-Suites management from across the region reiterates the urgency for boards to evaluate their effectiveness and shift their current strategic board priorities to ensure they address the key threats that they expect to be more prominent over the next two (2) years. The four (4) key threats include:
(i) Having the right talent and leadership;
(ii) Diplomacy in managing macro and geopolitical uncertainties;
(iii) Sustainable and effective operational strategy;
(iv) Board-management relationship and dynamics.
Urging boards to cultivate a forward-looking mindset and ingrain a more robust culture to turn risks into growth opportunity, ICDM's 2024
(i) To Realign Board Agenda and Set Priorities Right: Boards often cling to outdated approaches, looking at things through yesterday's lens and failing to adapt to changing circumstances. As a result, corporate priorities overlook the key threats and changing environments. Boards must stay informed about current and future business trends while adapting to new threats, risks and opportunities that build their path to the future.
(ii) To Improve Board-Management Relationship and Dynamics: Misaligned priorities between boards and their management were noted throughout the survey, with differing ideas on key organisational priorities and areas that require more attention from the board. While boards place greater importance on business model agility, diversification and transformation, management believe human capital strategy and development should be a priority. Boards and management must conduct more meaningful discussions, realign and agree on priorities as well as expectations of both parties to enhance the working relationship dynamics for increased effectiveness.
(iii) Progressive and Forward-looking Board Architecture and Culture: Management express reservations about the board's current ability and skillset to steer the company strategically. The existing blend of knowledge, experience, and qualities fall short of supporting evolving business needs in the coming years. Boards must begin cultivating a culture of open dialogue, courage, and candour amongst each other. Nomination and Remuneration Committees (NRC) play a vital role in ensuring the right mix of board members, led by the chairman who plays a pivotal role in fostering a progressive board culture and managing board-management dynamics.
(iv) Board Effectiveness at Taking Stock: While boards may perceive their performance positively, management highlight a lack of diverse perspectives which hinders insightful discussions and creates blind spots to critical issues. Some respondents felt that their board deliberations do not bring value or enhance decision-making quality, with over half stating that board members rarely express conflicting views. Boards must look internally to assess their value proposition, skills, governance and mindset to effectively catalyse their growth.
(v) Navigating Board Sustainability Challenges: While many acknowledge that sustainability goes beyond mere reporting and some boards are already embracing or planning to adopt sustainable strategies, management remain sceptical about the board's current knowledge and ability to fulfill its oversight role. While boards recognise that their challenge lies in setting up the right governance with clear performance target measurement, they must also acknowledge the important need to support the human capital function and concerns through talent governance. Health, safety and wellbeing, talent management and succession planning are among the top sustainability matters for boards' attention.
As boards begin to address these critical areas in governance, the key actions they need to take begin with undertaking a formal board effectiveness evaluation encompassing candid, 360-degree assessment. Boards must obtain holistic perspectives to better understand their current landscape, working dynamics amongst themselves and between their management, as well as identify development needs. It is vital that boards reevaluate their composition and remuneration packages at regular intervals and proactively foster strong board-management relationships and dynamics. In realigning organisational priorities through joint strategic planning sessions, boards must practice the art of asking challenging questions for more robust discussions. Organisations must prioritise talent governance and organisational culture to ensure a conducive environment for innovation and productivity, while embracing sustainability agendas authentically, avoiding greenwashing, and embodying authenticity and purpose as leaders are essential for driving organisational success.
In addition to the 2024 ASEAN Board Trends report, ICDM also announced the formation of an ASEAN Directors Registry under the ASEAN IOD Network initiative. Aiming to go fully operational in July, the registry marks a significant stride in fostering global recognition for
The survey was conducted in collaboration with partners under the ASEAN IOD Network, which was initiated in 2020 to better serve the board community in the region and beyond. These partners include the
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