Boards that matter: resilience, real questions and real value.

Spending a full day at the Board Summit during TechBBQ was a reminder of just how much the role of boards is shifting. In conversations with founders, investors, chairs, and fellow board members, one theme kept coming back: what does it take for boards to truly matter today? The discussions were refreshingly unfiltered, from the CEO’s wellbeing, to the value (or waste) of board meetings, to the dilemmas we too rarely bring to the table. 

The role of boards has never been more complex or more crucial. Thirty years ago, a board’s main responsibility was often described in simple terms: hire and fire the CEO. Today, that responsibility remains, but the picture is far broader. Boards are expected to navigate a world shaped by geopolitics, sustainability, technology, crises, and shifting expectations from society at large.

But here’s the paradox: in times of uncertainty, the boards that matter are not necessarily the ones with the most answers.  They are the ones that show resilience, dare to ask the real questions, and create value far beyond the meeting room.

Here are some highlights from the discussion at the summit.

From experts to real value
Too many boards are still built as collections of “experts.” And while expertise is valuable, expertise alone is not enough. Experts often know the theory but struggle to translate it into the messy reality of implementation. What drives real value in the boardroom is the mix of experts and generalists, of different characters, of international perspectives and operational experience.

Diversity of thought is important. But equally important, and often overlooked, is diversity of character. It’s harder to measure, but it’s what creates the trust and friction needed for meaningful dialogue. Because if everyone around the table simply agrees, something is fundamentally wrong.

Preparing for the next crisis
Boards are often excellent at preparing for the last crisis. The financial crash, the pandemic, supply chain shocks – all leave scars and lessons. But the next crisis will look different. And resilience is not built by rehearsing yesterday’s problems.

Resilience is built by fostering creativity, by ensuring that boards don’t only bring solutions but also dilemmas into the room. It’s built by acknowledging uncertainties, knowing how to manage risks and asking the uncomfortable “what if” questions. It’s built by a mindset that hopes for the best, but prepares for the worst.

Value between meetings
The real value of a board shows in what happens in between meetings, in how board members bring networks, new perspectives, and lived experience into play. The question for every company should be: Will this board add value in the next two years? Not only at the quarterly meeting, but every day in between.

Boards that matter
The boards that matter are not the ones with the thickest reports or the slickest compliance processes. They are the ones that dare to go beyond control and governance into creativity, courage, and real value. They are the boards that ask more questions than they answer. The boards that prepare for tomorrow’s dilemmas, not yesterday’s problems.

They are the boards that matter.