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Boards and management should connect smoothly on cyber risk, but often don’t. The 2026 Cybersecurity Board Reporting Study reveals what is happening in boardrooms and, more importantly, what boards can change to get better information and achieve better outcomes.

In this episode of The Better Boards Podcast Series, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, the provider of board evaluation and board development services, speaks with Dr Maya Bundt and Chris Verdonck about why so many boards still feel under-informed on cyber and what the highest-performing boards do differently.

Maya is a Zurich-based board director and cyber-risk expert. She serves on listed Swiss boards, chairs the Steering Committee of the Swiss National Cyber Strategy, and co-founded Cybersecurity Board Reporting (CSBR).

Chris is a retired Deloitte Partner and experienced board adviser. He works with boards and executive teams on digital transformation, cybersecurity, AI, technology risk, and organisational resilience, and co-founded CSBR.

“Less than a quarter of directors think they have the information they need.”

This year’s study included 78 board directors across 13 countries, 35 security executives, and a review of 11 real board documents.

One finding stands out: only 24% of directors believe they receive the information they need to fulfil their responsibilities on cyber risk.

That is not simply a reporting problem. It is a governance problem with real consequences for decision-making, oversight, and organisational resilience.

“You don’t have to change who you are. You have to change what you do.”

Maya and Chris explain that board size, headcount, listed status, and regulatory intensity did not determine whether directors felt well informed.

What mattered was behaviour.

Boards that actively discussed and worked through severe yet plausible cyber scenarios rated the quality of their cyber reporting almost twice as highly as boards that did not. Perceived value was also greater when reporting came through a CISO, risk function, or cyber committee — rather than being treated primarily as an audit matter.

In other words, better cyber oversight is not about becoming a technical expert. It is about creating the right conditions for meaningful boardroom dialogue.

“We have a standard report developed as part of our new publication. It has all the content areas that are needed.”

Chris and Maya identify several factors that improve the quality of cyber reporting. The most fundamental is the organisation’s digital profile.

It starts with three questions:

·       What does the business stand to lose?

·       How intensively is it regulated?

·       What would cybersecurity excellence be worth commercially?

Together, these questions determine the level of digital reporting and digital governance an organisation needs. Only when the digital profile and governance level align can boards and management achieve what Maya and Chris call a “warm handshake”.

Beyond the digital profile, a strong cyber report covers six content areas: context, strategy, risk, risk governance, status, and outlook.

Another practical step is appointing a central point person to gather the information. Boards often receive cyber updates from multiple sources, in different formats, and at different levels of detail. A coordinator can speak with both sides, compare perspectives, resolve inconsistencies, and ensure the board receives genuinely useful information.

Three takeaways for effective boards

1.       This is not structural. It is about choices. Better cyber oversight does not depend on board size or sector — it depends on what boards choose to do.

2.     Make someone responsible for assembling the information. A clear point of coordination turns fragmented updates into insight the board can use.

3.     End every cyber discussion with a decision. It can be a simple decision, but it should be a decision creating momentum, accountability, and follow-through.

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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Boards say ethics matter, but many still lack a firm approach to ethical issues. Learn what works in today’s volatile environment to bring ethical judgment to business decisions, strategy, risk, and performance conversations. 

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, is joined by Vera Cherepanova. Vera serves as chair, director, and ethics advisor to global professional bodies, corporations, and international nonprofits. She brings more than two decades of practical experience across risk, compliance, and internal audit. She is the Executive Director of Boards of the Future, a US-based nonprofit advancing ethical leadership and integrity at the highest levels of corporate power. She writes and speaks about business ethics, risk, economics, and philosophy. Her insights have been featured in the Financial Times, Wall Street Journal, Law360, City AM, The Banker, Thomson Reuters, and multiple governance magazines.

“Boards and companies still treat ethics or integrity primarily as a personal virtue.“

Vera sees companies and boards operating as if ethics is a character trait one either has or lacks. However, the real question is not whether leaders are nice, kind, or personally sincere, but whether they understand the ethical obligations created by the power and discretion their roles give them on the board or in executive leadership. 

“Ethics got absorbed into compliance and instrumentalised as a mechanism.”

To Vera, framing ethics as a mechanism does it a big disservice. It reduces the philosophical and strategic capability to the legal defence function. Ethics in business is not a substitute for regulation or a regulatory intervention. It has a complementary role, because the law will never be sufficient, and enforcement will never be perfect. 

“How do we make sure that the ethical reasoning and the ethical judgment happens before something goes bust?”

For Vera, the key element is “before,” and boards need to be ahead of the action, not reacting to the crisis. For directors, this means being intentional, consistent, comprehensive, and coherent when dealing with ethical trade-offs. 

Governance mechanisms alone do not eliminate competing stakeholder interests or trade-offs. Instead, they structure the process so trade-offs are surfaced, negotiated, confronted, and solved. To Vera, a best practice is to designate an outside expert or existing board member as the point person for ethics so issues surface and are managed ahead of a scandal or crisis.

“FOFO, the fear of finding out, gets in the way of asking good questions.”

In Vera’s experience, asking good, probing, discerning questions is one of the most underappreciated skills in governance. Too often, boards avoid certain questions or settle for rehearsed, sanitised answers. They don’t want to appear difficult or like they are slowing down the business. However, appropriate ethical curiosity requires both courage and a willingness to notice when an explanation doesn’t add up. 

The three top takeaways from our conversation for more effective boards are:

1.      Ethics in business is a practice and discipline that comes as a bundle with the director's role. It's not just a personal virtue.

2.     Collegiality is nice, but constructive abrasion is a prerequisite for effective oversight as it just does not happen when everyone is in full agreement. 

3.     Instead of the scary formulation of ‘This is unethical, how can we make it otherwise?’ try ‘How can we make this 10% more ethical?’ When you present the problem as black and white, people get scared of the word unethical. Try something more gradual and less intimidating, and you'll see conversations become better. 

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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A board career as a young, independent director? It is possible, even without executive experience. Learn what works to earn appointments, how to structure a portfolio of positions, and key lessons for ongoing success. 

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, is joined by Katia Ciesielska. Katia is an independent non-executive director and corporate governance adviser based in Luxembourg. Over the last eight years, she has built a diverse and substantial cross-border portfolio. A former corporate and funds lawyer, she brings legal, compliance and commercial judgement to the boardroom. Katia is an INSEAD- and ILA-certified director, serves on the board of the Luxembourg Institute of Governance (ILA), and contributes to its working groups. A speaker, trainer, and mentor, she has been named three times to the annual Paperjam’s Top 100 Women on Boards.

“My route into the board was not the obvious one.“

Katia joined her first board at 37, just 10 years after university. She chose to leave her corporate and financial law career after being exposed to the world of independent directors and wishing to work on complex issues for different companies. To break in without a long executive career, she took a different approach. 

“There wasn't one moment where all the entry barriers suddenly disappeared, so I overcame them gradually.”

For Katia, several steps added up to success. She learned to explain how her legal background benefited boards. She got and remains active in the governance community. She joined multiple professional associations, sought out mentors, and became a speaker and educator. This let people see her project work in action, revealed her judgment and thought processes, and helped her grow her network. With these small, consistent steps, she drew closer to her first mandate.

“At the same time, I was also very practical about my search.”

Katia proactively approached relevant firms and executive search groups to share her interest in open seats and what mandates appealed to her. She invested in becoming a certified director as well as other executive education courses. One year after finishing her first certification program, she had her first seat.

“Once opportunities start coming in, it can be very tempting to say yes to everything.

Initially, capacity was a major constraint, yet she also feared missing out. Now, she considers her portfolio to ensure she has time, interest, no conflicts, and can truly give the role the attention it deserves. She balances 15 – 20 mandates, including regulated mandates, up to the full limit permitted by her regulators. 

“There are quite a few things I would do differently.”

Looking back, Katia reflects that patience is particularly important. When she started, she didn't fully understand the time it takes to build trust, develop a reputation, and form the relationships that lead to appointments. She also feels she said yes too often early on without considering fit, relied on hard work to pave her way instead of clearly communicating what she wanted, and worried about being underqualified instead of trusting she had something to contribute. 

The three top takeaways from our conversation for effective boards are:

1.      The first mandate is the hardest. Once opportunities arrive, design your portfolio carefully and protect your reputation by saying no when necessary.

2.     Being excellent in your profession is not the same as being ready for the boardroom. Broaden your perspective beyond your specialist expertise.

3.     A board career is a long game. Consistent, proactive steps matter more than occasional bursts of activity.

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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Is understanding the human performance of boards the missing dimension in board effectiveness? Drawing on insights from human factors research, this podcast discusses how communication, leadership, authority, cognitive bias, and group dynamics influence the quality of board decisions, and what directors can do differently.

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner, is joined by Simon Laffin. Simon has over 35 years of board experience as a chair, non-executive director, and adviser. He has chaired Care REIT plc, Assura plc, Flybe Group plc, and Hozelock Group. He served as a non-executive director of companies including Dentsu Group Inc., Aegis Group plc, Mitchells & Butlers plc, and Northern Rock plc, where he joined the board as part of the rescue team following the run on the bank.

“We ask the wrong questions about failure.“

When a failure occurs, Simon notes a rush to point fingers or change the rules. However, to achieve better results, human factors must be changed. This means investments and coaching around an organisation’s human capabilities, limitations, performance, and behaviour, particularly behaviour under stress. 

“When I've looked at company failures over the last few hundred years, two things come out very strongly.”

To Simon, there are two key factors. One is leadership. Boards yearn for an ideal leader, but leadership is a situational quality that depends heavily on the team around the leader. The second factor is overconfidence. Successful companies can cross the line from justified confidence to arrogance, which fosters complacency and leads boards to miss warning signs, resulting in failure or scandal.

“We are not saying you should blame people for that. We're saying that is how humans work.”

When failures happen, boards want a scapegoat, or to blame a person vs the framework that enabled the seeds of failure to flourish. Instead, by giving more time and space to understanding human behaviour patterns, boards can develop resilience and resistance to instinctive patterns and biases. For example, Simon advocates rigorous 360-degree feedback systems and pre-mortems for risky scenarios to bring uncomfortable issues to the forefront. This helps boards catch gaps and guard against overconfidence.

“When you do a board evaluation, boards should be thinking about their own decisions.”

In Simon’s experience and studies, too few boards reflect on their own decision-making processes. When things go well, and especially when things go badly, improvement only happens when boards understand the human behaviours that led to the adoption of a certain strategy or the tolerance of a red flag. He advocates for zero tolerance for ethics violations or conflicts of interest, careful examination of incentive structures, and moving risk assessments from the back of the business case to the forefront of the discussion. 

The three top takeaways from our conversation for effective boards are:

1.      Governance tells us who should make decisions and how the board should operate, but human factors explain how those decisions are actually made. 

2.     Better boards don't eliminate uncertainty, risk, and human error, but they understand and manage them. 

3.     The next evolution in board effectiveness will come from combining good governance with a better understanding of human performance.

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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Cybersecurity is a top risk for organisations, yet many boards feel poorly informed. At the same time, executive teams feel they are reporting into a void. The reasons behind this ongoing disconnect bear close examination. 

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, is joined by Dr Maya Bundt. Maya is a board Director and cyber risk expert based in Zurich. She serves as a Non-Executive Director on the boards of listed Swiss companies and is President of the Steering Committee for Switzerland’s National Cyber Strategy. She also co-leads the International Cybersecurity Board Reporting Study and Framework, teaches cybersecurity, and serves on the boards of several universities.

“It’s a cold handshake.“

For Maya, a warm handshake happens when cyber is on the board meeting agenda. The CISO (or other IT representative) comes to talk with the board. The board hears, understands, and can actively discuss the cyber issues and cyber risks. That’s what warmth means. 

 Unfortunately, most often it’s a cold handshake. When Maya’s group interviewed 67 board members across three countries in 2025, only 31% believed they received the right information to assess risks and make informed decisions. The 2026 survey results are trending even lower, with only 23% comfortable with their data. 

 “Boards and management speak a different language.”

 To Maya, a big part of the problem is structural. There is no standard format for a good cyber report or for what board members should see. Without that infrastructure in place, directors feel uneasy.

“There has to be someone on the board who knows a little bit more and can drive the discussion a little bit further than the basics.”

Maya strongly believes that a best practice for boards is to have someone on the board who can lead cybersecurity discussions from an informed position. After all, boards are expected to be experts in other critical areas like finance, so why not cybersecurity as well? It’s a real gap, and therefore a real opportunity for many firms to build a competitive advantage.

 Maya also recommends that organisations do regular training with their boards. Outside speakers and presentations are helpful. Crisis simulations can also help clarify roles, responsibilities, and responses needed, keeping board members current on governance procedures and realistic risk scenarios.

“A good report starts with the risk and risk appetite.”

Beyond training, the structure of the reports matters for boards. Maya feels a good report starts with risk levels and risk appetites. This should also be put in context of world events, the industry, and the firm’s position. Budget, key regulations, operational frameworks, the present-day situation, and a forward outlook are also recommended for a good report.

Between training and reports, boards should also work to build a strong relationship with their CISO or cyber risk team lead. A 10-minute presentation during a meeting is not enough time to build the trust and rapport needed to shepherd an organisation safely through cyber risk. Boards must make an effort to build a two-way, plain-language conversation grounded in trust to keep things aligned and ensure warm handshakes at meetings and during any crisis events.

The three top takeaways from our conversation for effective boards are:

1.      A warm handshake has two halves: governance and reporting. 

2.     The problem is universal, and it is not about budget. 

3.     Warming the handshake is a leadership task for the board, not something to delegate to the technology function.

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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Rapid global change has created an unprecedented landscape. Many Boards have fallen into a reactive mode. A new research report from FGS Global highlights the challenges and offers insights to help boards govern with confidence again. 

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner, is joined by Dorothy Burwell. Dorothy is Global Head of Board Advisory at FGS Global, a board director herself at Post Holdings and Pennon PLC, and co-author of A Hard Job Getting Harder: The Board's Role in a Rewired World. Drawing on interviews with board directors and General Counsels in North America, the UK, and Europe, Dorothy brings both the data and lived experience to this conversation. What she found is sobering and actionable.

“It is impossible to govern when you are flying blind.“

One of the most striking points in the new research is that more than 50% of Boards receive no real-time data updates between meetings. This creates practical challenges for Boards in terms of both intelligence and credibility. Management will not take recommendations from an out-of-date Board seriously, nor can Boards react well using stale information. As a result, smart Boards are building adaptive capacity to obtain fresher data and insights without sacrificing the deep expertise and judgment of experienced members.

“When you have to put everything together in a pretty, pretty bow and wrap it up for the board meeting, it's disruptive.”

Board members are often advised “nose out, fingers out” when it comes to operations. Management teams can find it intrusive to need to pull up to deliver reports and data packets to the Board, especially in a time-sensitive crisis. However, the best Boards blend rigorous accountability with psychological safety to have authentic discussions of business challenges and needs. These conversations and data sharing happen between and around formal meetings, so that Boards can have more meaningful official sessions and offer more impactful support in crisis scenarios.

“Our biggest job is to help management prioritise.”

For Dorothy, the most important duty of a Board is to make it easier for management to identify and respond to risk and change with the right levels of urgency and prioritisation. To do this, she recommends a 2x2 decision matrix modelled from emergency medicine’s best practices.

In this matrix, Boards look at issues across two dimensions. The first asks if the change is evolutionary or revolutionary. Evolutionary change is sustained and gradual, while revolutionary change is disruptive and destructive. The second dimension asks if the change or issue is uniform or fragmented. This considers whether there will be equal impact or whether selected areas will be more intensely impacted.

Once Boards understand where the issue falls in the matrix, they can work out the tangible ways to support management. For example, does a geopolitical risk require an adjustment of protocol over time, or an immediate halt to in-market activities? This approach clarifies conversations and nourishes ongoing transparency about priorities and impact

The three top takeaways from our conversation for effective boardss are:

1.      The power of the question is no longer enough. You need continual dialogue to build trust and relationships as the foundation of meaningful governance.

2.     If your decision architecture within your Board is not clear and well-practised or does not enable you to rapidly prioritise between issues, it’s time to have a rethink.

3.     Don’t be afraid to question whether you need to unlearn some of your assumptions and build new ones based on experiences rooted in the current environment.

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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New research suggests the biggest leadership risk right now may not be bad leaders — it’s “good” ones. In fact, good leaders are both the problem and the solution: they already have the fundamentals, but they haven’t adapted to what employees need from leaders today.

A study of 2,206 U.S. employees, conducted by The Grossman Group with The Harris Poll, found that 54% rated their senior leader as “good.” Yet those same employees report three consistent gaps: they don’t feel valued as individuals, they don’t feel heard, and they don’t believe their leaders help them reach their full potential.

“Good” leadership was built for stable times. But we don’t live in stable times. Today’s uncertainties—economic volatility, AI disruptions, geopolitical conflicts, and constant organisational change—create relentless instability. These pressures are widening the gap between “exceptional” and “good” leaders and what employees now expect in the workplace. This means your “good” leaders are your most dangerous blind spot, putting the whole company at risk. If you fail to move leaders from “good” to “exceptional,” employees will disengage. You will steadily lose trust, talent, and relevance. You will fall behind your more adaptive competitors. 

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, is joined by David Grossman. David is the Founder and CEO of The Grossman Group, which helps Fortune 1000 companies lead with heart and drive strategic results by transforming how they communicate, operate, and inspire their people. 

Boards are happy with leaders who get results. Indeed, some 54 per cent of employees rate their leaders as good. Unfortunately, boards that accept “good” results miss the potential for exceptional outcomes. 

David notes most good leaders were trained for stable times. That’s not the present environment. Their employees note that good leaders appreciate results, answer questions, and solve problems. It’s operationally good, but voluntary turnover rates and innovation speeds indicate a big underlying gap.

“The blind spot is all about appreciating those who work for you.”

In David’s experience, the difference is in how a leader treats and inspires workers. Good leaders see results; great leaders see people. Yet research reveals just 16 per cent feel their leaders value them as people, only 19 per cent feel heard, and a mere 14 per cent say they are reaching their full potential at work. Under good leaders, people will report feeling invisible as human beings. Under great leaders, the metrics for being valued, heard, and seen will be double or more. 

“The discipline is knowing which are crystal balls, the ones you cannot drop without permanent damage, and which are rubber balls, the ones that bounce back.”

David compares leaders to balls. Crystal balls are what most organisations have – fragile leadership structures that collapse in a crisis. The goal is rubber balls – resilient, adaptable leaders who inspire their teams to excellence in all situations. 

To make the shift, David recommends boards move from a performance vs. underperformance view to a three-tier lens of what’s exceptional, good, or outdated. This captures both inspirational ability and goal performance.

“The most important thing boards can measure, based on what I've actually seen move the needle, is how well their leaders address the three blind spots.”

Leaders who make their people feel seen, heard, and valued make the difference. Good leaders routinely overestimate how comfortable their teams are with speaking up on issues. David notes independent perspectives, from skip-level reviews to third-party surveys, can uncover this gap.

Another vital investment is in heart-focused attributes. Out of the top 10 qualities of exceptional leaders, nine are heart-based skills. These include fostering a positive work culture, building trust, and communicating transparently. All are trainable skills, including gratitude, the number one differentiator of exceptional leaders.

The three top takeaways from our conversation for effective boards are:

1.      Good leaders are both the problem today and the solution.

2.     The gap between good and exceptional is a training gap and belongs on the risk register. 

3.     Put leadership quality on the standing agenda. 

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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While we often think in terms of large, listed corporations, family firms account for some 70% of global GDP and 60% of global employment. They are key drivers of innovation, entrepreneurship, and long-term value creation, and effective governance of family firms warrants serious attention. 

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner, is joined by Prof. Dr. Philipp Hoog. Philipp is a Partner at BBE Handelsberatung, a leading German consultancy specialising in the retail sector, and Honorary Professor of Strategic Management at CBS International Business School in Cologne. He advises family-owned and founder-led businesses and investors on strategy, governance, transformation, and succession, with a particular focus on the role of advisory and supervisory boards in navigating disruption in retail. Philipp combines academic insight with hands-on experience from numerous board-related mandates and projects. He also serves as President of the EBS Alumni Association, representing graduates of EBS Universität für Wirtschaft und Recht.

“In family business, it's not just the business sitting at the table, but also the family and the ownership, often embodied in the same people.“

Philipp notes that many of the world’s most successful companies are family-owned. Mars, Walmart, Aldi, Lidl, Peters Sports, and Samsung, to name a few. This makes governance more complex and personal, since any strategic advice must also consider family dynamics and generational concerns.

“The role of an advisory board in family businesses is something like a balancing act.”

For Philipp, advisory boards need to provide advice and control while considering the family interests. This can mean serving as a sparring partner, driving succession conversations, or diffusing emotional conflicts. At times, this requires a greater time commitment and investment in understanding the relationships than you would see at a non-family firm, to give appropriate advice and remain mindful of the dynamics.

“Boards, especially in family businesses, work well when there are three things in place.”

In Philipp’s experience, family boards need three things. The first is clear role separation, so family members understand when they are acting as shareholders vs family members or external stakeholders. The second is timely professional information about the business, ideally through structured reporting. The third is regularly scheduled, well-structured board meetings. To Philipp, three to four quality meetings per year, plus a strategy retreat, is ideal.

“A good advisory board doesn't restrict entrepreneurial freedom; it expands it.”

Philipp sees boards operating under two distinct models in family businesses. One is as an early warning system and strategic challenger. Another model is a board that oversees the company and monitors overall governance issues. 

A critical question is whether the company is playing to win or playing not to lose. Family-owned businesses can be reluctant to share authority and control, but a good board offers structure and support. Indeed, since family businesses often think in generations rather than quarters, partnering with board members who share the entrepreneurial DNA and bring a governance structure can be the key to more stable long-term growth. 

The three top takeaways from our conversation for effective boards are:

1.      Governance is not a luxury. It is a success factor, especially for family businesses. 

2.     Family ownership and business must be clearly separated in roles, in bodies, and in decisions. This creates professional governance. 

3.     The right board makes the difference. 

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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Selecting the Chair: Governance Lessons from the US and the UK

Chair succession is handled differently in the US and the UK. However, both approaches have merit, and there are key principles that matter regardless of geography. 

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner, is joined by Susan Skerritt. Susan is a Non-Executive Independent Director on the boards of Citibank Europe PLC, Tanger, Inc., and IG Group PLC. She previously served on the boards of Royal Bank of Canada US Group Holdings, Community Financial Systems, Inc., VEREIT, and Falcon Trade Group. Before her Board career, she had a successful 35-year financial career and served as the Chairman, CEO, and President of Deutsche Bank Trust Company in the US. 

“Procedural differences reflect genuinely different governance philosophies.“

To Susan, the differences between the US and UK approaches reflect the differing philosophies at play. The US model is rooted in the idea that Boards are best positioned to govern themselves. So, the Board Chair is almost always selected from existing Directors, with the process managed internally. The Chair and CEO roles are often combined, and there is a deep resistance to “governance by checklist” regulations.

The UK model places greater weight on structural independence and investor accountability. The current code was built after corporate failures in the 80s and 90s and holds that self-governance without structural safeguards is insufficient. There are term limits, rules about external candidates, and separate CEO and Chair roles. It’s not wholly prescriptive, but “comply or explain” dominates.

“The strengths of one approach tend to illuminate the weaknesses of the other.”

In the US, Susan sees that internal candidates, who already know the company, its strategy, culture, and management team, can reduce transition risk. This is valuable in fast-moving situations and reduces search costs. Plus, internal candidates have established relationships and a track record with management that foster trust and candour from the start. The downsides are insularity, cultures of deference, and a lack of external benchmarking.

In the UK, those potential downsides are addressed. The formal process carries a mandate for independence from the new Chair and searches a wide talent pool for the best candidate to meet a carefully vetted list of needs. However, there’s a risk the search becomes an expensive, time-consuming theatre. There’s also transition risk if the new Chair can’t fully integrate with the company culture.

“Regardless of which governance tradition we're working within, there are three principles that matter.”

To Susan, three principles matter most. First, Boards should know what they need and not reach for what they’ve always had. The most common failure in Chair succession is a default to continuity. 

Second, process quality matters as much as outcome. Susan views this as the UK’s greatest contribution to the global governance conversation. A well-designed search process is rigorous, transparent, and defensible. It surfaces assumptions, creates a record, and signals to shareholders that the Board is taking the decision seriously. 

Third, succession planning is not an event. It's an ongoing discipline. Effective boards keep succession on the live agenda, actively managed and not derailed by unexpected departures. 

The three top takeaways from our conversation are:

1.    Structure matters, but it isn’t everything. The issue is always whether the Board is exercising genuine, independent judgment.

2.   The US and UK models are converging and getting better for it. 

3.   Chair succession is a government bellwether. 

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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Chair succession is a pivotal moment for boards. It presents an opportunity to reflect on the organisation's future needs and steer it forward strategically. For this reason, organisations must proceed carefully in their Chair searches, eschewing the obvious in favour of what’s truly needed. 

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner, is joined by Louise Angel. Louise is Senior Managing Director at Teneo and a leading board headhunter, specialising in Chair and Non-Executive Director appointments for UK companies. She works closely with boards on succession planning, board composition and effectiveness, and complex and high-profile chair appointments. 

“Chair succession is one of those moments where you can genuinely change the trajectory of how a board operates.“

To Louise, while companies often refer to Chairs as “running” the board, the reality is much more subtle. Chairs set the tone for the quality of the debates, challenges, and discussions. High-quality conversations lead to higher perceptions of board effectiveness, CEOs feeling better supported, and stakeholders being happier and more engaged. For this reason, when succession comes up, it is a key moment to reflect on what the company needs for its next phase of evolution, and what an effective Chair would need to look like to support and lead that evolution.

“The Chair shouldn’t be choosing their own successor.”

 Ideally, Chair searches begin 18 to 24 months in advance. Louise notes that the conversation around succession planning is less awkward if it is a consistent agenda item. The Senior Independent Director (SID) is best suited to drive the conversation, and the board should also consider the timing of Chair succession with CEO transitions to avoid too much change at once.

"I would always encourage boards to challenge themselves on some of their assumptions. Do you really need someone who has chaired before or who has direct sector experience? Or are you potentially ruling out some very strong candidates by default?”

Louise notes that Chair succession is an inherently conservative process. This leads selection committees to choose people with traditional profiles and lean on prior experience as an easy proxy for suitability. However, by questioning assumptions and expanding the search pool, firms can go beyond the handful of people everyone is chasing to uncover other strong candidates who may be better suited for the firm’s unique needs.

“If you spend the time upfront getting as much clarity as possible on the necessary candidate skillset and profile, you increase your chances of a quick and clean process, which you will only have to run once.”

For Louise, investing extra time at the beginning to clarify must-haves, nice-to-haves, and wish lists reduces the overall length and complexity of the search. Support for the SID, a decision on internal vs. external candidate tracks, and keeping the process moving also improves the search experience. Louise further advises firms to remember that candidates are assessing them as well, so appearing well-organised and aligned during the search is an advantage. 

The three top takeaways from our conversation for effective boards are:

1.      See Chair succession as a real opportunity for strategic development and not just a tick-box process.

2.     Spend time getting the brief right.

3.     Run a process that is both rigorous and thoughtful. The mechanics matter, but so do the human dynamics — and it’s the combination of the two that leads to the best outcomes.

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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Once boards prioritise managing geopolitical risk, how can they successfully move from diagnosing a problem to designing a plan of action?  

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner, is once again joined by Colin Reed, Chief Intelligence Officer at Clock&Cloud, a software startup transforming how large enterprises manage geopolitical risk.  Colin brings his experience as a US intelligence analyst and as the architect of Salesforce’s geopolitical risk management function to the conversation, revealing how boards and leadership teams can translate geopolitical complexity into actionable insights. 

“Building around competencies already in place is a much superior method to contracting for an external problem-solver to come in and do it on your behalf."

Colin recommends starting with an audit. No business is truly at zero when it comes to managing geopolitical risk. Find out which managers and functions are already managing risk at a tactical level and use them as building blocks. 

“This is the biggest failing of the current consulting-based approach to this problem - it assumes that what works for one company will work for another.” 

 Consultants and outside experts can be useful, but they are not always the best for managing geopolitical risks. Instead, Colin recommends bringing multiple functions together – legal, supply chain, procurement, marketing, security – to form a working group that meets quarterly. Share strategic insights, bring in current-events speakers or special-topic experts, and then start gathering knowledge about where risk is manifesting in each area to inform a highly customised, forward-looking view of the company’s true geopolitical risk profile. No outside consultant can replicate this kind of deep company understanding, and it becomes the foundation for meaningful mitigation and a true competitive advantage. 

“Identifying the internal fragility is the best way to focus attention on where global risk might actually break the company. If you don’t approach it this way, you spend all your time chasing the news cycle, which is broad and full of scary things, but only a few of which are probably truly scary to your firm.”

A firm’s unique risk profile is the best insurance against noise and unnecessary expense. Large firms can overspend on mitigation or miss a big risk and still survive. Mid-size and smaller firms don’t have that grace. Focusing on real, specific risks is a more affordable and sustainable model for closing the gap than worrying about everything.

“The institutional muscle needs to be there already and running all the time. If you wait until there are issues, the problems will be outsized compared to if you were able to detect them early.”

At a bare minimum, companies need to care about and prioritise geopolitical risk. A little time spent consistently beats out a crisis reaction, even if only partial solutions can be developed with the available resources. Systems, processes, and open lines of communication help all the time, and are especially valuable to have in place well in advance of a big crisis.

The three top takeaways from our conversation for effective boards are:

1.     Despite the number of people claiming to be experts, nobody has solved geopolitics completely. Experimentation and change will be necessary.

2.    Connect with industry peers to share best practices and learn.

3.    Board members should take an interest in history – there’s a sense we live in unprecedented times, but things have been chaotic before. Everyone benefits from the grounding historical perspectives provide. 

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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Many boards treat geopolitics as background noise, leaving their companies exposed to unnecessary risk. Smart boards take a different approach, closing the gap and treating geopolitical risk with the same rigour as financial, cyber, and regulatory risks.

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner, is joined by Colin Reed. Colin is the Chief Intelligence Officer of Clock&Cloud, a software start-up transforming how large enterprises manage geopolitical risk.  Previously, Colin built Salesforce’s first-ever geopolitical risk management function, and before that, he was a senior intelligence analyst with the U.S. government. 

“Most of the business leaders we have today have had their entire careers in an unusual period of history.“

As Colin looks across history, he notes that the post-Cold War period was an unusually stable business climate. This led boards and C-suites to treat geopolitics as something governments must manage rather than their own business priority. However, as history reverts to its tumultuous norms, corporations must step back into taking an active approach to geopolitical risks.

“There’s nothing unavoidable about geopolitical risk. It very often telegraphs its approach.” 

Colin feels boards needn’t be surprised by geopolitical risk. Thanks to modern systems, it is easier than ever to model how risks can impact operations and the bottom line. Boards have learned to map and mitigate financial and cyber risks. They can learn to do the same with geopolitics, especially now that the tools exist to model even very complex situations quantitatively.

“To me, geopolitics is akin to the weather. It never goes away, and try as you might, you’ll eventually have to go outside in it.”

The best practices right now for closing the geopolitical risk gap are to stop treating geopolitics as ‘Act of God’ surprises and instead build a robust risk management framework around it. While there are many nuances to geopolitics, there are not so many that they can’t be mapped and modelled with the latest tools. Ideally, this is handled at the strategy level and should be forward-looking rather than backwards-looking or reactive. 

“I don’t think it’s sufficient to rely on a single board member, or an external advisor, to manage this problem, because doing so builds a single point of failure into the system.”

Colin feels that boards of large companies do best when they internalise the understanding that everyone must be aware of the need to track and manage geopolitical risk. This is especially true for European boards. Identifying a C-suite-level champion for geopolitical risk to build alignment across operations and identify gaps, and then investing strategically in solutions, is a cost-effective approach to building resilience. 

The three top takeaways from our conversation for effective boards are:

1.     Geopolitics can be understood and managed, and the expertise to do so already exists if you know where to look inside and outside your organisation. 

2.    Proactive engagement on geopolitics isn’t new. What’s happening now is a return to historical norms. 

3.    Quantitative metrics and modelling systems are about to revolutionise this field. 

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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Beyond listed corporations, there is a vibrant world of start-ups, scale-ups, and organisations at the pre-IPO stage. What does it take to add value to these Boards, and how does the work differ from that of a listed organisation? Most importantly, how can working with these companies shape a Board portfolio career?

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner, is joined by Susanne Chishti, Chair of FINTECH Circle, Europe’s first Investor Network focused on fintech investments. Susanne is an experienced Non-Executive Director, best-selling author, and in 2024, was named as one of the Top 100 Women in Fintech. She is also a former CNBC fintech commentator and a guest lecturer at the University of Cambridge and Warwick Business School.

“At every single stage, customer and investor expectations increase“

Susanne sees the role of Board members shifting as companies move through different stages. Initially, in the start-up stage, Board members add value by providing practical help to entrepreneurs, demonstrating a strong governance model, opening doors and developing a strong go-to-market strategy. Then, at the scale-up stage, Board members work closely with VCs and investors and add value by showing there’s a strong governance model in place and that invested funds will be well looked after. When a firm prepares to go public, the role changes again, and Board members add value by helping the firm prepare for public scrutiny and public governance structures.

“It is not easy for somebody who has managed 10,000 people in a large bank to come into a startup with 10 people and add value without killing the innovation, fast movement, and agility of a start-up"

For Susanne, it is vital that Board members have an awareness of the scale-up cycles and where their company is in the cycle. This helps inform Board members about what value they can bring. Ideally, Board members maintain flexibility and an openness to learning what’s needed in the moment. She acknowledges this requires listening, humbleness, and savvy observation of the environment.

“Lots of large private companies have not yet gone public, but they are more successful, you could argue, than large, listed companies.“

Susanne notes the private market is fairly new and expanding rapidly. Joining the right start-up at the right stage can offer a chance to experience a similar or greater level of challenge, opportunity, and success than at a listed firm. 

“In order to be inside the funnel which headhunters use, it's important to understand who the right headhunters“

To get a Board seat takes intentional networking and relationship building. For networking, Susanne recommends FINTECH Circle and FinTech conferences. 

The three top takeaways from our conversation for effective boards are:

1.     FinTech and technology sectors offer great opportunities for Board members to add value, even without a pre-existing tech background.

2.    Getting a Board seat requires an intentional plan to network and build headhunter relationships. 

3.    Look at this opportunity as a potential long-term enrichment of your life and an enjoyable extension of your career path.  and best-selling author, and in 2024 was named 

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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In capital-intensive, brand-driven organisations, strategic ambition must be matched by disciplined governance. Effective governance links capital allocation to technology strategy, culture development, and measurable KPIs, so that speed and ambition balance with long-term enterprise value creation.

In this podcast, Dr. Sabine Dembkowski, Founder and Managing Partner of better Boards, is joined once again by Marco Mattiacci, a global executive with 25+ years of leadership across the luxury, automotive sector - Aston Martin Lagonda and Ferrari, Formula 1, and media. He has operated at the CEO and Board–Executive levels in capital-intensive, high-visibility environments, partnering directly with shareholders, sovereign investors, and rights-holders across the USA, Europe, China, and Japan.

“It is important that you don't have very general or first-level KPIs. You need to go into the details“

The most meaningful KPIs for Boards to monitor, in Marco’s opinion, are very richly detailed KPIs that directly tie to the progress and success of the CapEx project. It does require extra work from the Board to delve deeply into the details and have a strong grasp of the data. However, it also helps with every Board meeting and progress check, enabling the Board to understand what’s behind each KPI and what the changes mean in terms of progress against the roadmap.

 “At the same time, you need to make sure you deliver clarity and simplicity, not tsunami the Board with a massive amount of data“

To Marco, ambiguity is the worst enemy in business. Massive amounts of data create ambiguity and overwhelm. Setting up KPIs aligned with your roadmaps in each area – talent, culture, and technology – and doing the early work to ensure alignment before launching the project pays off for Boards down the line. Incoming data can be filtered for key facts and used to create meaningful yet simple dashboards.

 Marco recommends that the Executive Committee provide perhaps five pages to support the discussion of the dashboard and KPIs. No Board packs with 1000s of pages or mountains of unfiltered data. Summarising key qualitative and quantitative elements into shorter documents builds on the early work of aligning stakeholders and setting clear gates, while allowing time for meaningful discussions in meetings on project health, needed changes, and risk monitoring. 

 “The key element is to be competent“

Large capital projects attract scrutiny, and there can be tension in providing constructive challenge while preserving momentum. Yet, for Marco, anger is always outside the scope of work. Ego, anger, and frustration add nothing, and for the three to four hours of a meeting, operating as a team with an eye on results leads to the best outcomes.

The three top takeaways from our conversation for effective boards are:

 1.     Understand the KPIs and definition of success. Use simple, intuitive dashboards and scorecards to monitor progress against your KPIs and goals.

2.    Keep ego out of the Boardroom and Executive Committee.

3.    The first enemy to fight is ambiguity. 

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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In capital-intensive, brand-driven organisations, strategic ambition must be matched by disciplined governance. Effective governance links capital allocation to technology strategy, culture development, and measurable KPIs, so that speed and ambition balance with long-term enterprise value creation.

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner, is joined by Marco Mattiacci. Marco is a global executive with 25+ years of leadership across luxury, automotive, motorsport, and media. Marco served as an Executive Committee member and Global Chief Brand and Commercial Officer at Aston Martin Lagonda, and was the Team Principal of Scuderia Ferrari Formula One, and President & CEO of Ferrari North America and Asia Pacific. 

“Don’t approve a budget. Approve a sequence of proofs.”

For Marco, large investments are not budgetary line items. They are roadmaps and processes. Succeeding with a CapEx project requires careful assessments of the technology, the talent, and the company culture — what he calls the Three Interlocking Roadmaps. Stage-gating funding against predefined KPIs preserves governance leverage and keeps investment disciplined as conditions change.

“AI that outpaces your ecosystem doesn’t create advantage. It creates fragility. And fragility at speed is the most dangerous condition a board can be blind to.”

In addition to internal assessments, Marco recommends evaluating the company’s full ecosystem, including suppliers, stakeholders, and clients. Will they be able to interface appropriately with your company during and after the CapEx investment? What limits or risks do you need to account for as a part of the process?

“Ambiguity is the worst enemy of business.”

Marco notes that preparation is key to removing ambiguity. This may require significant effort at the beginning to ensure that technology and talent/culture roadmaps are fully intertwined and aligned, both overall and for short- and medium-term gates. Overlaying roadmaps and grid scorecards based on hard data ensures ongoing alignment and progress.

“You need to establish a very good dialogue.”

Marco is familiar with the tension between Boards and Executive Committees during intensive CapEx projects. Boards worry they step on toes, and managers want to protect their turf. In a managerial role, he gets the best outcomes by trusting the Board’s wisdom and helicopter view rather than an operational viewpoint. Boards, in turn, can provide support and a longer-term perspective.

Marco notes that technology can provide real-time information about culture, talent, governance, and organisational dynamics. Firms can continually survey and monitor, which is important in high-pressure, high-profile situations.  This tangible data, blended with qualitative data from strategic conversations and informal sentiment gathering, closely monitors culture and talent dynamics within the company and across the full ecosystem. 

The three top takeaways from our conversation are:

•        A CapEx investment is not a budget line item. It is a sequence of proofs and gates that guide disciplined spending.

•        Consider the impact on the full ecosystem, which includes suppliers, stakeholders, and clients.

•        Once you have your vision, assess the culture and talent to bring the right elements forward to meet your goals.

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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Comply or Explain is sometimes treated as a procedural exercise. However, the true purpose is to encourage thoughtful decisions, support accountability, and promote open communication with stakeholders. 

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner, is joined by Kelvin Ernest, a governance professional with extensive experience navigating evolving regulatory expectations and corporate reporting practice. As a Senior Policy Associate in the Financial Reporting Council’s Corporate Governance and Stewardship team, Kelvin contributes to stakeholder engagement, policy development, reporting analysis, research, and the development of the updated UK Corporate Governance Code.

“The biggest takeaway for boards is that it encourages them to think carefully about how each provision fits into their own individual contexts.“

In practice, the UK Corporate Governance Code operates at two levels. Companies apply and explain against high-level principles and then address the more detailed comply or explain provisions. Companies can choose to follow the recommended approach or take a different route that better fits their circumstances. For Kelvin, this is part of how the Code recognises that one size doesn't fit all and that a well-reasoned departure can be entirely appropriate.

“The flexibility is a real strength of the UK model.”

Kelvin knows that 'comply or explain' is widely debated. For him, in rules-only systems, there’s too much formulaic behaviour and box ticking. The UK model allows companies to tailor their governance to their individual strategies and business complexity. 

“More companies are moving away from boilerplate reporting.”

Under the current model, Kelvin notes that companies are shifting what they share. There’s less generic, vague, and boilerplate language. Rationales are clearer. Where there are temporary departures, there’s more insight and disclosure around timeframes, and more evidence of genuine board discussions.

“Explanations don’t exist in a vacuum.”

For boards wondering how to show an alternative approach is best, Kelvin says a good place to start is by linking it to company strategy and culture, day-to-day operations, and the nuances of the industry. Where possible, he recommends outlining the board’s decision-making process and what was considered. 

“Investors want clarity as to why a departure was made and how that supports the long-term value creation of the company.” 

Kelvin knows investors find it hard to form a view or make decisions based on generic or vague explanations. They want clarity, specifics, and links to a company's reality. Kelvin notes that too many people believe transparency means revealing confidential details. He says it is more about providing meaningful context, which is the basis for building trust. 

The three top takeaways from our conversation are:

1.     Comply or Explain is about thoughtful governance and not just about reporting.

2.    High-quality explanations show accountability, demonstrate transparency, and reassure stakeholders that the company is thinking about decisions for the longer term.

3.    Engagement with stakeholders strengthens trust, helps boards refine their governance approach, and instils confidence in investors. 

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

Send us Fan Mail

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

Send us Fan Mail

Company Secretary is an increasingly competitive profession. It takes a unique blend of skills and experiences to secure a senior position. Those interested will appreciate knowing what abilities to prioritise throughout a career and how to approach balancing behavioural, technical, and influencing skills. 

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner, is joined by Glenn Oborne and Connor Simms, who are both Directors of Ingen Partners. They specialise in recruitment and consultancy for Company Secretaries, with over 20 years’ experience working with individuals at all levels. They understand in-house settings, including most kinds of listed, FCA-regulated and private limited businesses, and stay current on industry trends. They see their roles primarily as career advisers to professionals in this space, recently conducting a “career clinic” initiative to assist individuals in identifying their long-term career aims and mapping out a route to achieve them.

“There are no two roles in governance that are the same.“

As recruiters, Connor and Glenn know everyone wants that top job, but there is no one fixed path to it due to the variations and nuances within each business. Great Company Secretaries become sensitive to how each organisation adopts and interprets governance. There’s no individual who is 10 out of 10 in every area of operations and governance, yet those who understand how their strengths and limitations align with the needs and constraints of the business will go far.

“The big thing that differentiates those who achieve that top role is their ability to influence.” 

At a base level, Company Secretaries need foundational technical skills, a good work ethic, and exceptional adaptability. However, as they rise through the ranks, savvy individuals recognise the value in cultivating relationships, working on emotional intelligence, and gaining exposure to different situations and group dynamics. The role evolves beyond pure technical savvy and into softer skills.

There’s no fixed textbook way to do it, but building breadth of experience and gaining opportunities to build trust, influence, and guide business stakeholders will elevate certain candidates over others. Showing an ability to delegate, build networks, and make an impact is also key.

“The best company secretaries out there are chameleons.”

Each board and business operates differently. Company Secretaries must wear many hats when dealing with diverse stakeholders and departments, each with distinct expectations and needs. Their role is to act as translators and navigators between key stakeholders.

The best Company Secretaries learn from every engagement and use that experience to expand their toolkit. Technical expertise is secondary to openness, adaptability, and the ability to integrate learning into stronger performance. Tools like AI can increase efficiency and help manage volume, but the true differentiator remains human judgment, tactful discretion, and confidence in navigating complexity and the unknown.

The three top takeaways:

1.    It’s not what you know, it’s who you know and who you can be in front of through your network. 

2.   Invest in the next generation of talent by being a sponsor or mentor.

3.   Push the ladder back down and lift others up. 

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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Theory is one thing, but how can boards effectively implement cyber governance and broader technology oversight in practice? 

In this podcast, Dr Sabine Dembkowski, is joined by Susanne Alfs. Susanne is a Non-Executive Director and Senior Technology Executive specialising in cyber governance and board-level technology oversight. Bringing both the NED lens and her executive leadership experience, Susanne helps boards translate complex cyber and technology risks into business trade-offs and investment decisions. Previously, she chaired the Group Board Technology Committee of a bank, strengthening oversight of cyber resilience and technology risk. Now, as the founder of Cyber4Directors, Susanne advises boards and senior leadership teams on strengthening cyber resilience, improving board reporting, and shaping effective technology and business dialogue. 

“I find in too many boards, there is an unspoken hesitation. Some directors worry they are not technology savvy enough to challenge the technology team, and that hesitation can quietly shift the dynamic in the boardroom.“

Susanne realises boards are very human. Members hesitate to ask certain questions or push conversations because they worry about their technical knowledge, which compromises meaningful business impact and risk discussions. 

What helps? Susanne recommends that boards approach technology with the same rigor as finance or strategy discussions. Don’t let insecurities block conversations or let the tech group overwhelm the board with acronyms. Keep the focus on business impacts and risk assessment to steer discussions and shape priorities.

“The first point is to work as a team.”

Technology oversight and governance must be a team effort. Just as finance audits aren’t left to one person, boards shouldn’t delegate cyber or technology responsibility to a single individual.

In practice, this can mean sharing questions with technology teams ahead of meetings, explaining or banning acronyms, and encouraging IT teams to collaborate more closely with business leaders to support meaningful board discussions.

Susanne emphasises that effective teamwork depends on clear communication and a shared language, rooted in cyber governance or project delivery terms. She also recommends using corporate secretaries as gatekeepers for board packs, ensuring technical material is simplified for effective discussion.

“No board should ask for the cyber security team or the technology team to keep them safe, or the organisation safe, because no one is safe and you can't avoid incidents.”

When Susanne hears a board asking for total safety, she recognises that this simple language communicates unrealistic expectations. 

She also recommends breaking down technology projects into shorter sprints. This sprint approach helps the board avoid preventable deviations and reduces the overwhelm of technology project management. 

The three top takeaways:

1.    Work as a team. No board should have just one person focused in this area. 

2.   Establish a common language, from cyber governance language or project execution frameworks, so that the board and executives can communicate clearly in a shared language.

3.   Get external assurance if you are not comfortable with the practices you are seeing in the organisation. 

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

Send us Fan Mail

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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Family businesses represent a significant majority of the European, Asian and US landscape. Yet so much that we focus on in business, governance, and search is designed for corporates.

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, is joined by Andreas von Specht. Andreas von Specht is a family shareholder and NED of Berenberg Bank, Europe’s second-oldest private bank, and shareholder of Bergos Bank in Zurich. He founded AvS Advisors in 2011 to advise privately held clients on succession and family governance. Previously, he built a career in Consumer Goods and was a long-time partner at Egon Zehnder in Germany and France.

“30 years ago, it was very much based on a ‘nose factor’ kind of selection, and it has become a really well thought-through search process.“

Andreas' upbringing in a family business gives him special insight into the culture, thought patterns, and habits of family businesses. He can draw a line from pre-Internet ‘nose factor’ talent searches to the current professionalised systems. While the unique nuances of strong family shareholder groups and cultural fit factors are the trump card, competency testing, benchmarking, and sophisticated evaluations are now in play.

“There is one competency that is a little bit difficult to describe, which I would call a special ability to operate in a family business.” 

Succeeding in a family business environment is possible, even if one comes from the corporate world. Andreas believes it requires high emotional intelligence (EQ) and a moderate ego.

Successful candidates must be able to bring family members along on the business journey while preserving relationships. Humility, a sense of humour, and adaptability must overlay real business acumen and competency, as families will ask if the executive or board candidate brings particularly valuable or missing skills to the business.

“Results and values move together, so performance sits alongside legacy and family expectations.”

Within a family business, governance always has more layers, with owners, the board, a family council, and the next generation all in the mix. Leaders must agree on what short-term and long-term really mean for the business, and the same goes for change initiatives. He recommends a clear change contract at the beginning to avoid misunderstandings.

“It takes two to tango… we are in the midst of a fierce war for talent, and that must be taken into consideration.”

For families, there is a ‘search before the search’ to select a search partner that understands their needs and the family culture. Trust is critical. It is also critical to have clear expectations and alignments of what they're really looking for and what good looks like.

Families must also remember it takes two. Quality, independent candidates for executive roles and board positions will have choices. Families just can’t pick the best candidate to serve at their leisure. Instead, there is a certain degree of selling required to get to know each other and build trust. 

The three top takeaways from our conversation are:

1.     Fit and clarity regarding the role and requirements must come first.

2.    Cultural fit often decides the outcome. 

3.    Professionalise the whole journey so that the hiring process leads to a successful, longer-term onboarding and integration.

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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Private equity, private debt – private markets are absolutely the flavour of the day. Yet, despite the headlines and eye-catching numbers, very little discussion is taking place about governance in this context. 

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner, is joined by Dr Eelco Fiole. He has more than 30 years of international finance experience, including two decades as Non-Executive Director, CFO, and CEO in alternative investments with teams in Zurich, London, New York, and Singapore. He also holds more than eight advanced degrees and is a true polymath with special expertise in investment governance.

“Private market investing comes with a lot of issues.“

Eelco reports that over the next five years, private markets are expected to double to $30 trillion USD. Private investors now invest alongside traditional institutions. Yet serious issues remain, including complex structures, valuation challenges, opacity, layers of leverage, and enormous asymmetries of information. 

“Governance is work, and when that work is being done, trust also develops.”

To Eelco, governance is a key factor in creating trust for LPs and GPs. Both must contribute to building a solid governance framework. For LPs, remember that greed is not a strategy. Instead, use governance structures as a filtering tool to address issues of valuation, transparency, and conflicts of interest. For GPs, good governance helps attract capital. Eelco noticed that the smartest GPs use well-structured governance agreements to differentiate themselves, back up big promises, and showcase how they plan to protect investors. 

“It’s all about incentives.“

In Eelco’s experience, many trust-based issues can be resolved by examining the incentives at play. Who is getting paid, when are they being paid, and how are those payments structured? Following the money and understanding who benefits in various scenarios is key to effective governance. On a practical level, this means building desired behaviours into the documentation. 

“Every investment is situational.“

Eelco feels every investment has its own unique characteristics. As a result, “off the shelf” legal documents may not be sufficient. Custom-crafted or heavily adapted documents that cover the legal and economic variations of the investment, investment team, and market are key. 

The same is true for individuals who want a seat at the table. Private markets are highly specialised and nuanced. Only individuals who can add value in specific ways will be welcomed. 

“If I cannot have proper representation of the interest, then I'm not going to do it.” 

Eelco sees many cases where things go wrong, where highly concentrated investors are excluded, or where LP committees have no power. He is not calling for regulators to step in, but for boards to thoughtfully use governance structures to create checks and balances.

The three top takeaways from our conversation for effective boards are:

1.     Governance is work.

2.    For GPs, understand the mechanics of trust and its role in attracting capital. 

3.    Standard legal documentation is not enough. You must build in your own situationally appropriate models into the agreements.

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Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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The breadth, depth, and frequency of risks have increased tremendously. Serving on risk committees is particularly challenging at present, making it important to take a fresh look at the risks, risk mitigation, regulatory scrutiny, and stakeholder complexities the risk committee must balance. 

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner, is joined by Terri Duhon. Terri is an award-winning educator and TEDx speaker. She went from earning a master's degree at MIT to becoming a derivatives trader on Wall Street, and then an entrepreneur and author. Terri serves as a board member at Morgan Stanley, Wise, and Rathbone Brothers. She is also a guest lecturer at the LSE and Oxford University, where she's an Associate Fellow for the Saïd Business School. 

“I split the world between financial risks and non-financial risks.”

Terri sees the risk committee as working for the Board, even as the Board ultimately retains ownership of strategy and risk management. Within that work, she distinguishes between financial and non-financial risks.

Financial risks are a comfortable space for her, thanks to her background in trading and the cutting-edge approach to viewing risk she learned at JPMorgan. Yet non-financial risks – operational, cyber, regulatory, change, and so on – are an increasing part of the work in regulated fields. The non-financial risks are harder to quantify and require significant thought and engagement across different business lines to work through.

“As a chair, I say, ‘What are the big things I have to focus on today? ’”

Every company will have a big, long list of risks. For Terri, the real value of the risk committee is to narrow the focus to the big three or five things. 

As Terri notes, on the risk committee, you don’t have infinite time or infinite resources. In four to five hours a quarter, what are the most critical topics and challenges? Pushing for thoughtful consideration and risk weighing is a big part of how the risk committee supports and works for the Board. 

“We can either skim 1000 pages, or we can really think about 50 pages.”

Terri knows Boards face mountains of information. Quality discussions come down to ruthlessness around focus. Boards skimming tons of material are less valuable than Boards focused on the company's most significant challenges. 

“We challenge the robustness of the process, as opposed to challenging the decision itself or challenging the output.”

To Terri, quality in a risk committee means probing the processes and robustness of the discussions and decisions. Offering this challenge helps drive deeper discussion and prepares CROs for good conversations with regulators about how they are challenged by their risk partners. Plus, having Boards explain the rationale for decisions provides more space for high-quality deliberation on action plans, risk ratings, and accountability, so that all key stakeholders fully support final choices.  

The three top takeaways from our conversation for more effective boards are:

1.       The job of Board members is to challenge and oversee, asking for thoughtfulness on papers and accountability on actions.

2.     It is essential to manage the energy in risk meetings to ensure the most critical items are covered first.

3.     While the risk committee takes work, it can also be quite fun.

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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Cybersecurity is a core business risk that can impact the entire organisation. Boards are challenged to understand how cyber threats impact financial performance, reputation, and regulatory obligations. Boards need to build awareness of their organisation’s cyber security posture, protection measures, and incident response protocols. 

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, is joined by Beatrice Devillon-Cohen. Beatrice has over 25 years of investment banking experience, having led traders’ teams across the UK, Europe, Asia, and the US. She has now developed a portfolio of non-executive positions, having recently served on the Audit Committee of the European Investment Bank and the Finance Committee at King’s College, London. 

“The Rule of Three is important when it comes to cybersecurity.”

As Boards seek to manage and survive cyber threats, the Rule of Three comes into play. On average, in a cyber event, there are three days of chaos, three weeks of systems rebuilding, and three months of constant IT problems. 

“What has been changing over time is the cyber-criminal groups. They are now running their operation as a business, selling cyber attacks as a service.”

The criminal ecosystem has gone professional. While there will always be bored teenagers or disgruntled employees, the more serious players run their operations like business ventures. They sell cyberattacks as a service, backed by deep resources, skilled talent, and vast networks.

“You need to work on mitigation, responding to an attack, and recovering. That's your battleground.” 

While cyber threats can’t be entirely avoided, Beatrice counsels Boards not to despair. There is plenty that can be done. It begins by understanding how threats work.

A primary attack path is through links in emails. One-click installs malware that hackers can use for access. Caution and education can help prevent this.

Another primary attack path is third-party providers. External suppliers are compromised and used as a bridge into your own internal system. 

“Never hope for the best when it comes to cybersecurity, because hope will not be a strategy.”

Boards are accountable for cyber risk oversight (see the UK Cyber Governance Code of Practice). They need to make it a strategic priority. Build relationships with IT heads, show curiosity, and build trust. 

Get a strong dialogue going. Educate within the organisation and with third-party partners. Create a no-blame culture so that if something happens, it is escalated immediately, which can limit its impact.

“It's our own duty to upskill, stay current, and think around the corner on that subject, like any other subject in the boardroom.”

Cyber culture starts at the top. It is not “too complicated” to pick up basic cyber safety skills or understand risk. Plus, with AI and quantum computing on the horizon, any actions Boards can take—and lead their companies to take—will help prepare for future risks.

The three top takeaways from our conversation for effective boards are:

1.      Cyber risk is a business risk. Own it as such. 

2.     Don't hide, as a Board member, behind “it's too technical and not for me”. Upskill, be curious, and engage with executives.

3.     Prepare for it. Run exercises and test regularly.

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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Governance experts and Company Secretaries offer a prime, yet often overlooked, talent pool for high-quality Non-Executive Directors. But what makes them excel on Boards?

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner, speaks with Lyn Colloff, a Fellow of the Chartered Governance Institute with 40 years’ experience in governance, risk, and compliance across listed and regulated sectors. Most recently, she served as Company Secretary and Head of Governance, Risk, and Compliance at Wincanton plc—a FTSE 250 supply chain leader and Executive Team member. Now, she runs her own consultancy, providing governance training and board support, and seeks Non-Executive Director roles.

“These individuals are used to exercising independent judgment, which is an important concept for a Non-Executive Director.”

Lyn believes Company Secretaries excel as Non-Executives because of their experience and discernment. They bring governance, strategy, and risk expertise, as well as deep insight into boardroom dynamics. Their knowledge of codes, frameworks, and regulations allows them to translate complexity into actionable advice and inform strategic planning.

“There’s a case for making sure you’ve got all the skill sets you need in the boardroom, including that big governance piece.”

While Lyn acknowledges that CFOs and CEOs dominate Non-Executive roles, she sees opportunities for others. In smaller FTSE, charity, and sport groups that might not have their own Company Secretary, appointing Company Secretaries as Non-Executives helps bring governance expertise to the boardroom.

“If you fill the boardroom with just CEOs or ex-CEOs and CFOs, you’re not getting diversity of thought.”

As people work longer or shift to a give-back mentality, many want a seat at the table. Lyn asserts that Board Chairs must ensure diverse backgrounds and experiences to achieve a healthy, functioning board.

“I don’t accept that Company Secretaries lack financial experience.”

Boards often seek P&L backgrounds, but Lyn maintains that Company Secretaries with executive roles possess budgetary acumen and advise remuneration committees. Their financial understanding often spans the whole organisation, not just a single division.

“Many in the COSEC space deeply understand how to safeguard shareholder and stakeholder interests.”

What sets Company Secretaries apart is their record in strategic planning, transformation, and aligning stakeholders. They’re tuned into the strategic process, understand sector and political environments, and use this knowledge to inform future planning. Board Chairs should carefully identify gaps in the Board’s views and background, and consider whether a Company Secretary could address them.

Three key takeaways for effective boards:

1.      Be open-minded about the skill sets that governance professionals and Company Secretaries bring to the boardroom.

2.      Consider all Board members’ skills and fill gaps with versatile contributors.

3.      Identify the risk horizon and understand what’s likely to impact strategy in the coming years, ensuring the Board can address these challenges.

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We’d love to connect! To join our community, discover our approach, or share your ideas on The Better Boards Podcast, contact us at info@better-boards.com.

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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When organisations face a need for transformation, Boards must become catalysts for change. This requires specific behaviours so that Boards can successfully go beyond oversight to provide strategic leadership when it is needed most.

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner, is joined by Lan O’Connor, a global transformation leader with deep experience in enterprise change. Lan helped lead Capgemini from a European to an international footprint. Today, she serves on a number of high-profile Boards. 

“Change is part of life, part of business life. But transformation, thinking about transformation with a capital T, it's not a change.”

For Lan, transformation goes beyond routine change. It is a fundamental rewiring of a company’s centre of gravity while retaining the cultural core. It requires four things:  agreement that the current state is not viable, an articulated future state, a watertight business case, and a scale so immense that the transformation is the singular agenda for the executive team and Board for the duration of the transformation.

“For a board, often a transformation with a capital T is perceived as a risk with a capital R.”

The role of the Board when it comes to a proposed transformation is one of active strategic engagement. 

To Lan, in the first Board meeting about a transformation, the role of the Board is to vet the necessity of acting. The second step is to approve the business case. The third step is to scrutinise the approach and execution plans, as Lan believes the execution plan is where failure often hides, and Boards can make a significant difference. 

“It's the Board's role to make sure that it has a good beginning, a powerful middle, and that the end point allows the company to breathe at the new level.”

Lan sees the Boards as the Executive Producers of a blockbuster movie. Boards must thus address rational, political, and emotional elements in play. The rational element is the business case. The political element ensures the Board and management team can act, make tough decisions, and escalate issues. Emotional elements reflect the level of buy-in needed for the transformation.

“One critical element to have at a board level is an ally versed in the psychology of transformation.”

Many Board members have experience with transformations, but not necessarily as the leader accountable for the change. They need supporting perspectives. A transformation guide can provide support in tough moments, fight process fatigue, and give insights into the pace of change. 

“I always say to Board members or even Executive Board members … to adopt a kind of an interview mindset.”

Lan believes that Board members benefit when they can explain what is happening and why in terms that an outsider could understand. This minimises jargon and boosts transparency. 

The top three (plus bonus) takeaways from our conversation for effective boards are:

1.      Understand the rational, political, and emotional elements.

2.     Transformation is not a one-and-done exercise. Be attentive to the experience of the beginning, middle, and end.

3.     Mark the official beginning and end of the transformation.

4.    Seek out external perspectives to support the transformation experience.

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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Governance professionals are no longer the quiet scribes in the corner. Today, they are critical voices at the heart of boardroom decision-making. In this episode, Dr Sabine Dembkowski speaks with Erika Eliasson-Norris, CEO of Beyond Governance and author of The Secret Diary of a Company Secretary, to explore how the role has evolved and why it remains misunderstood.

Through candid reflections and practical examples, Erika unpacks the challenges governance professionals face – from ethical tensions to boardroom politics – and shows how the role is changing as boards come under growing scrutiny.

“We’ve moved from record-keeping to future-shaping.”

In the past decade, governance professionals have shifted from the edges to the centre of organisations. They now help anticipate regulatory change, manage stakeholder expectations, and act as the ethical compass of the business. Erika emphasises this shift is less about technical skill and more about soft skills—the ability to demonstrate value, build trust, and step into an advisory role.

Emotional Intelligence (EQ) is central. Working in grey areas requires integrity, influence, and buy-in across the organisation. EQ allows governance leaders to express ethical standards and help boards make sound decisions under pressure.

“Organisations that do governance well avoid scandals and disasters.”

Yet, Erika believes the profession is still underutilised. Many boards lack dedicated governance leaders, missing opportunities to prevent crises rooted in governance failures. She sees a major opportunity for boards to embrace governance professionals as strategic advisors rather than administrators.

Technology is accelerating this shift. AI can now handle much of the administrative load—board packs, decision logs, registrars—freeing governance professionals to focus on strategy: ethics, risk foresight, regulatory impacts, and shareholder alignment.

“A great governance advisor flexes as needed while keeping an ethical compass – their North Star.”

Strong governance is about clarity of decisions, anticipating downstream impacts, and communicating choices transparently to stakeholders. Erika calls this “governance with grit”: standing up to powerful leaders, holding firm to values, and ensuring boards don’t sacrifice trust for expediency.

“The biggest myth about Company Secretaries is that they just take minutes.”

In reality, governance professionals leave fingerprints on major board decisions—though often invisibly. Erika’s book highlights hidden stories from eight Company Secretaries at high-profile firms, showing how their decisions impact thousands of stakeholders worldwide.

With technology creating more space for strategic work, Erika believes it’s a fascinating time for new professionals to enter governance. Success requires comfort with uncertainty, listening skills, and a strategic, advisory mindset. Governance is not about ticking boxes—it’s about helping steer the organisation with courage, clarity, and trust.

Top takeaways:

1. In just a decade, governance professionals have become trusted strategic partners, helping boards navigate uncertainty with clarity and courage.
2. Good governance isn’t about compliance—it gives boards confidence to act decisively and ethically, turning governance into a competitive advantage.
3. Boards should treat governance as the steering wheel, not the brakes, to navigate complexity with vision and integrity.

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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When organisations face a need for transformation, Boards must become catalysts for change. This requires specific behaviours so that Boards can successfully go beyond oversight to provide strategic leadership when it is needed most.

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner, is joined by Lan O’Connor, a global transformation leader. Lan helped lead Capgemini from a European to a global footprint. Her board experience spans Trinity Business School, Landmark Transformation, and Commercial Policy at the UK Cabinet Office during COVID-19. 

“Change is part of life, part of business life. But transformation, thinking about transformation with a capital T, it's not a change.”

For Lan, transformation goes beyond routine change. It is a fundamental rewiring of a company’s centre of gravity. It requires four things:  agreement that the current state is not viable, an articulated future state, a watertight business case, and a scale so immense that the transformation is the singular agenda for the executive team and Board for the duration of the transformation.

“For a board, often a transformation with a capital T is perceived as a risk with a capital R.”

The role of the Board when it comes to a proposed transformation is not passive oversight. It’s active strategic engagement. 

To Lan, in the first Board meeting about a transformation, the role of the Board is to vet the necessity of acting. The second step is to approve the business case. The third step is to scrutinise the approach and execution plans, as Lan believes the execution plan is where failure often hides, and Boards can make a significant difference. 

“It's the Board's role to make sure that it has a good beginning, a powerful middle, and that the end point allows the company to breathe at the new level.”

Lan sees the Boards as the Executive Producers of a blockbuster movie. Boards must thus address rational, political, and emotional elements in play. The rational element is the business case. The political element ensures the Board and management team can act, make tough decisions, and escalate issues. Emotional elements reflect the level of buy-in needed for the transformation.

“One critical element to have at a board level is an ally versed in the psychology of transformation.”

Many Board members have experience with change, but not necessarily as the leader accountable for a transformation. They need supporting perspectives. A transformation guide can provide support in challenging moments, fight process fatigue, and give insights into the pace of change. 

“I always say to Board members or even Executive Board members … to adopt a kind of an interview mindset.”

Lan believes that Board members benefit when they can explain what is happening and why in terms that an outsider could understand. This minimises jargon and boosts transparency. It also helps manage Executive Team perceptions and keeps a forward focus. 

The top three takeaways from our conversation for effective Boards are:

1.      Understand the rational, political, and emotional elements.

2.     Transformation is not a one-and-done transaction. Be attentive to the experience of the beginning, middle, and end and seek out external support from subject matter experts.

3.     Mark the official beginning and end of the transformation.

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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Owner-led organisations are the backbone of economies worldwide. Yet when the primary stakeholder is in the room, Boards must navigate a unique set of dynamics to be effective with governance, strategy issues, and advising.

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, is joined by Tina Mavraki, who brings 27 years of board finance and natural resources experience to the conversation. A Chartered Portfolio Director, Tina held senior roles at Morgan Stanley, Citi, and Noble Group, where she scaled up multi-billion-dollar businesses. Her board portfolio spans FTSE100 candidate Metlen Energy & Metals S.A. and First Bauxite. 

“Invariably, owners invite a Board into their structure because they're looking to make a transformation.”

In Tina’s experience, the biggest reason owner-led companies establish a Board is for help with a significant change or transformation. They anticipate this development and aim to expand the pool of expertise and guidance available to them.

“What owners get out of this is perspective.”

Owners have a vision, but a Board provides perspective. This offsets an owner’s personal limitations and helps expand a vision into a coherent and workable plan. Boards also provide the emotional, mental, and tactical support for major transformations.

“Boundaries are the most beautiful tension you can get.”

For Tina, the way the Board and the owner define, expand, and refine boundaries is a significant experience. Figuring out lines and limits, understanding how those need to evolve to fulfil future ambitions, and creating workable succession, continuation, and growth plans are all places where Board members can have a measurable impact 

It begins by building trust. This is especially important in owner-led firms. In most cases, the owner will know vastly more about the organisation’s operational details. So, Tina recommends that Board members make extra effort to understand the organisation and its structure, how it generates profits, and all its key players. 

“You need to understand very intimately the founders themselves. What are the key attributes that have brought this person here?”

In owner-led organisations, the Board and the owner have a more personal relationship. To make effective interventions, provide mentoring, or offer quality advice. Tina believes that Directors must first gain a deep understanding of the owner, including their strengths and areas for growth. Then, for best results, coordinate with the Board as a whole on sensitive conversations or strategic interventions.

“I like Advisory Boards very much… they are a beautiful forum.”

For owner-led companies where a full, formal Board is not a fit, Tina likes Advisory Boards. To her, they can bring in guest experts to dive into issues. This rotation of minds also brings access to senior-level experts who may not have the time for a Board role, but who are willing to come and share their knowledge. 

The three top takeaways from this conversation for effective boards are:

1.      Make time to understand the operating environment, the priorities, the players, and when and how to intervene. 

2.     Lean into the Board process. 

3.     Board impact is visible, critical, and direct, with immediate feedback.

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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When pressures mount, Boards often default to easy narratives. Yet, today more than ever, it is important for Boards to pursue the uncomfortable truths. Critical thinking, discernment, and strategic dissent are key advantages Boards want to cultivate and celebrate.

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, connects with Alex Edmans, Professor of Finance at London Business School. Alex holds a PhD from MIT and was previously a tenured professor at Wharton and an investment banker at Morgan Stanley. An in-demand speaker, Alex also serves as a Non-Executive Director of various high-profile organisations and a Fellow of the British Academy and of the Academy of Social Sciences. 

“Rather than making broad claims … what I try to do is be more granular and look at the specific … dimensions that pay off.”

Alex sees Boards falling into common traps by failing to appreciate and acknowledge the nuances. Is sustainability universally and unequivocally the right path forward in all situations and at all times? Stated in this way, it is clear that the answer is no, yet boardrooms around the world hesitate to raise even slight amounts of dissent or debate.

It is the same with other situations Boards face. A lack of consideration for specificity, nuance, and the latest peer-reviewed research sets Boards up to be victims of trendy thinking, unprofitable generalities, and unproductive solutions.

“Think critically. If there is a study, think about “Are there alternative explanations for that result?”

Alex believes boards can avoid intellectual traps by engaging in critical thinking and intentional questioning. Look for alternative explanations to prevent being misled by industry headwinds or tailwinds, to avoid confusing rare talent with repeatable success, and to guard against internal biases. 

Imagine the opposite of the result presented in any given study – would the reaction be the same? Even this simple challenge can be enough to reawaken discernment and activate critical thinking pathways. It helps separate signal from noise.

“Actively seek dissent, reward it, and be wary of the fact that you as Chair … might unintentionally reduce dissenting opinions.”

Chairs play a special role in fostering debate and discernment. Alex advises Chairs to refrain from giving their opinion first, create space for other views and avoid anchoring topics on “approved” outlooks. Further, when dissent or objections are overruled, reinforce that there was value in the conversation even if the decision went in a different direction. 

“Every company says we value a diversity of opinion, but when the rubber hits the road, how many of them act in that way?”

Alex sees some companies treat dissent like a luxury reserved for good times. Yet, tough times are when honest debate and differing viewpoints matter most. 

He acknowledges this is not easy. Simple to say, but not easy to do. Still, defaulting to the status quo is the ultimate risk. You want to be different from your competition.

The three top takeaways from our conversation for more effective boards are:

1.      Academic research matters. 

2.     Critical thinking matters. Question the things you want to be true. 

3.     Encourage dissent within others.

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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As complexity grows and time shrinks, Board Directors are wondering how to stay ahead. AI is proving to be a performance accelerator – not just a support tool – but Boards must make an effort to incorporate it into workflows, governance, and their ongoing strategy.

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, connects with Jamie Green, Co-Founder and CEO of Tutaki, an AI platform built specifically for Board Directors. Drawing on his experience at McKinsey and extensive conversations with Chairs, Directors, and governance leaders, Jamie created Tutaki to transform how Board members prepare, engage, and act. With a strong foundation in strategy, governance, and AI product design, Jamie is at the forefront of a new era of “augmented directorship.”

“The purpose of companies overall is to create value, and arguably the place where a lot of that value is created is the Board.”

Increasing effectiveness at the Board level is massively essential for a company’s overall success. It enables a company to move faster and make better, more accurate decisions. Thus, AI tools that parse information and surface key insights can improve strategic planning and shift Board outcomes. The only thing stopping all Boards from doing this is the Boards themselves.

“I think every Board should embrace AI at some level.”

Jamie feels Boards should embrace AI. If they don’t, they will be left behind by others who do use it, including graduates who have been raised in an AI-native world. By leading the way, Boards can create the right frameworks and guardrails to make AI an asset to the organisation. 

“The best directors are using it to supplement their own insight. ... They're not using it to replace themselves.”

There are very real fears around output quality, data privacy, and over-reliance. Jamie freely admits this is an evolving space and that these concerns are valid. Savvy Directors are mitigating this by being intentional about AI use, asking the right questions, having guardrails for privacy, and continuing to apply their own discernment to what the AI generates.

“It's riskier not to be using AI than to be using it.”

Jamie reports the risk that sticks with people most is, “What's happening to my data?” He says that with the proper guardrails in place – such as turning off the training on the models, creating a private model, or hosting the AI on-premises – it’s no different than storing documents on Google Drive. To him, it’s a much bigger risk to let the competitors gain an advantage with AI tools. 

What Jamie sees successful Boards doing now, in 2025, is mainly two things. First, they are having AI analyse things for them by asking tools like ChatGPT questions. Secondly, they are using AI to automate chains of events or tasks into workflows.

In the future, Jamie feels there will be AI Directors. Later, that may evolve into entire AI Boards. He doubts these will ever replace true human Boards. Instead, these will fill expertise gaps, manage processes, provide a sounding board, and create intellectual sparring partners for Directors and CEOs. 

The three top takeaways from our conversation for effective boards are:

1.       Not using AI is the riskiest option.

2.     The best Directors and the best Boards are already using AI.

3.     It can be hard to get the best out of AI tools. Remember to focus on discrete problems that need to be solved and find solutions that address those specific issues.

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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Traditionally, the role of a board secretary has been seen as a guardian of governance, the keeper of the minutes, and the facilitator of board processes. Now, with the rise of AI, conventional expectations are being challenged. The question is how those in it will choose to respond.

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, is joined by Moya Hayhurst, a Fellow of the Chartered Governance Institute. Moya has over 25 years of experience in corporate governance across multiple industries, including mining, financial services, and insurance. She is also a member of the Centre for AI in Board Effectiveness research team, helping progress AI’s role in board ecosystems.

“Board secretaries are caught in the middle of that [AI] transformation.”

AI is everywhere, including boardrooms. Many board members already use and benefit from AI applications. They want to know how secretaries plan to make AI a part of their role.

For Secretaries in purely administrative roles, this is an opportunity for a change. By becoming familiar with AI tools and utilising them to streamline administrative tasks and parse data more efficiently, Secretaries can provide more strategic analysis and insights. They can move into a leading position on governance issues, risk management, and proactive guidance.

“They know where to find everything, and they know the dangers of what is at their fingertips.”

Moya notes Secretaries listen and gather input from all parts of the organisation, often speaking little but influencing quietly in the background. With AI, Boards and Secretaries have the chance to surface more of the institutional knowledge Secretaries contain, do it efficiently, and do it in a way that brings key insights forward when they are needed most. 

“You have to step out of the shadows and make your voice heard.”

For Secretaries to succeed, Moya recommends leaning on networks and peers. She advises doing what the Company Secretary has always done best: asking questions, understanding the risks and dynamics, and then looking internally to figure out how to help the company navigate the situation. 

For her, the biggest thing is not to say no. Ask how. Connect with individuals who, in many cases, will be more than happy to talk and share their knowledge and insights. Secretaries don’t have to know how to do everything, just how to step out and ask. 

“If we continue to justify ourselves as administrators and write a good set of minutes, we will not have a future.”

For Moya, the choice is clear. Secretaries can choose to be pure administrators and be replaced by AI tools, or they can embrace change. By leaning into the shift in mindset and leading by example in embracing new tools, Secretaries can create a very interesting role for themselves for years to come. 

The three top takeaways from our conversation for more effective boards are:

1.      This is not a task shift. It's a role shift. The role needs to evolve in purpose, not just process.

2.     The Board Secretary must step forward. If they don't, someone else will. It's not a competition, but a necessity.

3.     For new Secretaries, there’s a need to be very intentional about developing capabilities. Secretaries must become digitally fluent, interpret data, reexamine governance design, and take on a mindset of strategic 

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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In this episode of the Better Boards Podcast, Professor Katja Langenbucher explores how boards can embrace AI to future-proof their decision-making.

Dr. Sabine Dembkowski speaks with Katja, a law professor at Goethe University in Frankfurt and affiliated with SciencesPo, Paris. She serves on the supervisory boards of BaFin and IEP, bringing extensive boardroom and academic experience.

AI is rapidly reshaping industries—from pharmaceuticals to finance—and boards can no longer afford to stand still. Katja outlines why boards must move past hesitation and actively integrate AI into their processes. She explains how leading organisations embed AI into strategy, what this means under the business judgment rule, and why AI should challenge—not replace—human insight.

AI isn’t a Trend—It’s Becoming a Legal Expectationisn’t a Trend—It’s becoming a Legal expectation. AI

AI may still seem opaque to some directors, but that view is increasingly out of step with governance expectations. In jurisdictions applying the business judgment rule, directors must demonstrate informed, reasonable decision-making. AI is becoming part of that expectation. “Very soon, you cannot claim to be well-informed without consulting an AI.” Boards have long leaned on expert input for board evaluations and strategic oversight. Going forward, AI must be part of that toolkit—or boards risk falling short of legal standards.

From Coffee Chains to Capital Markets: The Real-World Power of AI

Katja cites practical use cases—like how Starbucks applies AI to optimise store locations using behavioural, geographic, and competitor data. “You can use AI to identify an M&A target, spot a hostile takeover risk, or even test how markets might respond to your messaging.” Yet, she observes that AI is still rarely referenced in board evaluations or agendas, despite its ability to surface risks, run scenario models, and sharpen decision-making.

The New Role of Company Secretaries

Company secretaries are ideally placed to help boards adopt AI meaningfully. Katja is clear: directors don’t need to code—they need to ask better questions. “Nobody is asking directors to code—but boards must ask the right questions.”

Challenging Groupthink and Elevating Debate

Groupthink continues to undermine board effectiveness. Katja shares a compelling example of using AI to simulate press responses—ranging from neutral to harsh—on a sensitive issue. “Seeing a mock ‘nasty article’ on the big screen challenged the entire board’s thinking.”

AI as Induction, Humans as Interpretation

AI and human judgment are not competing forces—they are complementary. AI finds patterns. Humans interpret them. “A good strategic decision is always a combination of AI and human thinking.”

Three Key Takeaways

• Don’t Be Late to the Party - AI is fast becoming a market standard. Boards that delay their adoption risk strategic, legal, and reputational disadvantage.
• Blend AI with Human Judgment - Strategic decisions should integrate the pattern-finding power of AI with the contextual understanding of directors.
• Use the AI That Suits Your Board - Every corporation has a unique data pool. Boards must define the questions AI should answer—and then select the right tools.

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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In an era marked by rapid change, technological disruption, geopolitical uncertainty, and economic volatility, understanding how analysts perceive boards is more important than ever. We turned to an analyst who operates independently of major financial institutions for a truly candid perspective.

In this episode of the Better Boards Podcast Series, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, speaks with Anke Richter, a seasoned credit analyst and strategist with nearly 30 years of experience in the bond markets. Based in London, Anke has held positions at JP Morgan, Deutsche Bank, and Moody’s, and brings a unique vantage point shaped by her work on both the buy-side and sell-side, as well as in a rating agency. She holds both the CFA Charter and CIMA accountancy qualification.

A Two-Step Approach to Company Analysis

According to Anke, the fundamentals of analysing a company haven’t changed:
 “What you do when analysing a company is always the same.”

Step one involves scrutinising the company’s fundamentals—numbers, valuations, and performance indicators. Step two involves examining red flags in leadership or governance. Common issues include overly dominant founders in small firms or boards where everyone shares the same surname, particularly in family-run conglomerates in emerging markets.

Anke notes that although she doesn’t always request formal board evaluations, she views them as a missed opportunity for many firms. Proper board assessments and clear investor communication allow companies to spotlight their governance strengths and strategic priorities.

Bridging the Knowledge Gap Between Boards and Investors

Anke frequently observes significant knowledge gaps in how boards interact with capital markets. “We always find that people are sometimes not aware of how certain things are done or how things are perceived.”

Lack of familiarity with investor expectations can seriously handicap a company’s position. To mitigate this, Anke advocates for including individuals with capital markets expertise on the board. This experience ensures the board understands key market dynamics and investor sentiment.

Fixing Investor Relations: Easier Than You Think

Investor relations, Anke believes, is an area where companies can quickly improve.
 “This is something you can, as a company, very easily fix.”

Improvements don’t require massive budgets. What’s often lacking is not money but human resources and awareness. Clear communication, a well-maintained website, an accessible IR team, and informative roadshows are foundational but frequently overlooked.

Anke also points out two critical missteps:

1. Inconsistent messaging between equity and debt stakeholders—this discrepancy doesn’t go unnoticed.

2. Combative attitudes from executives during investor meetings can irreparably harm trust.

Beyond the Numbers: The Human Element

Anke acknowledges that while financial metrics are clear-cut, evaluating leadership is far more nuanced. “If I have an opportunity, I always want to meet management, but one also has to be realistic about whether you can assess whether they are good at running the company.”

Good marketing can mask weak fundamentals, and vice versa. Successful investor relations require a balance: numbers must align with consistent messaging and credible leadership behaviour.

Top 3 Takeaways for Effective Boards

1. Include Capital Markets Experience: Ensure that at least one board member brings direct market experience to guide strategy and communication.

2. Maintain Message Consistency: Align messaging for equity and debt investors. Mismatched narratives create confusion and erode trust.

3. Perception Is Reality: Be proactive in managing how the investor community perceives your strategies and governance.

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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In recent years, transformation skills have become increasingly important at the board level, with culture and talent rising high on the agenda. Yet, there’s still a noticeable absence of HR professionals in the boardroom. Why?

In this episode of the Better Boards Podcast Series, Dr. Sabine Dembkowski speaks with Devyani P. Vaishampayan, Remco Chair and NED at Norman Broadbent Plc and Supply Chain Coordination Limited, and Independent NED on the Audit Board of ForvisMazars. Devyani is a Fellow at Chapter Zero and a Board Mentor with Critical Eye. She recently exited her AI Innovation Hub, having spent seven years advising corporates on AI, leadership, and the future of work. Before that, she was a global FTSE 30 CHRO with a 30-year career leading complex, multi-billion-dollar organisations.

Devyani argues that HR leaders can earn their place at the board table by showing strong business insight—understanding financials, customer impact, and strategic goals. This may involve gaining broader experience outside HR or pursuing entrepreneurial ventures to deepen their perspective.

Boards have always dealt with change, but today’s pace, especially with AI and geopolitical shifts, is unprecedented. AI adds speed to transformation and presents both opportunity and risk. Boards must understand their potential while managing risks like bias, data privacy, and employee trust. Devyani warns against overregulation and urges boards to take a more informed, proactive approach.

According to Devyani, high-performing boards do three things well:

1. Engage specialists in culture and transformation to support the executive team.
2. Stay connected by engaging directly with employees—some boards spend two days in open forums to better understand workforce sentiment.
3. Lead by example, especially board chairs, who should champion values and culture, not just delegate to the executive team.

While some executives prefer boards to be hands-off, Devyani believes informed boards should act as sounding boards. Chairs can match board members with executives for mentoring, creating deeper support systems without overwhelming either side. Cross-committee conversations and subcommittees can also foster this dynamic.

Top 3 Takeaways for effective boards:

1. HR leaders—like CFOs—interact closely with boards and should use that access to build trust and position themselves for future board roles.
2. Broaden your skill set. Go beyond your core function to become more valuable and board-ready.
3. Get hands-on with AI. Understand its real-world implications for making informed decisions as a board member.

Subscribe to the Better Boards Podcast Series on Apple, Spotify, or Google to stay informed.

Want to participate or learn more about Better Boards’ solutions?
 Contact us at info@better-boards.com.

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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Artificial intelligence (AI) can revolutionise boardrooms in today's rapidly evolving business landscape. Still, this rapid change threatens to distance boards from the companies they serve if proper care is not taken in implementing both the technology and the governance around it.

In this podcast, Dr. Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses how AI can revolutionise boardrooms with Moya Hayhurst, a Fellow of the Chartered Governance Institute with over 25 years of experience in corporate governance across multiple industries, including mining, financial services, and insurance. 

“If we go back to the beginning as to why boards were created, they're there to protect and drive the value of companies”

Boards have a significant role to play in that discussion, but to lead the debate about future-proofing effectively, boards need to absorb and process a vast amount of information. 

 “The real value from AI and similar is about integrating into the ethos of the company and the core infrastructure, and whether we like it or not, whether executive boards, executive committees and such acknowledge it, the board is a key component of that”

Moya is currently involved in a voluntary project with the Centre for AI in Board Effectiveness (CAIBE), which aims to get boards excited and engaged with AI as a tool for improving their effectiveness and the quality of their conversations. To Moya, in an ideal future state, board members and directors will be able to be more effective by having AI bring forward the data and information they need, when they need it, in easily digestible formats. 

“Some boards are further along than others"

Moya realises this is a leap forward. It wasn't that long ago that boards were reticent to use board pack technology. They wanted their hard copies printed and couriered to wherever they were in the world, whereas now 90% of boards walk into a boardroom with an iPad. It’s an evolution in progress. 

“Through an interface like AI, you can bring the board back in alignment with the company”

To Moya, what AI is surfacing is not that different skills are needed in the boardroom. The boardroom is already full of incredibly skilled people, but those people are struggling with the data coming at them, and thanks to the time it takes to prepare board papers, not all of that data is up to date. Backward-looking reporting is leading to missed opportunities.

“AI is a toddler. They are excited, energetic, and bring such amazing potential, but they've got to have guardrails so that they grow up in the right way”

Moya understands that boards have concerns about new technology tools and their security, as well as the protection of sensitive information. Fortunately, most organisations have a governance framework in place to strike a balance between responsibility and innovation. She thinks of AI as a toddler loaded with energy and potential but in desperate need of guidance and thoughtful training. 

The three top takeaways for effective boards from our conversation are:

1.      Lean on governance professionals and IT professionals to help you investigate the technology and offer better intelligence for quicker decisions.

2.     Don’t be hamstrung by perceived risk. Think through it carefully, and then quantify and manage the risk so that you can empower and engage your directors to really be at the forefront of your industry.

3.    You must have a clear plan that understands the risk and governance frameworks of your organisation and its sensitive data, and that ensures your guardrails are in place. 

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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Over the last decade, climate and sustainability have become more of a focus for boards and sub-committees. However, there is currently a lot of conflicting noise around this agenda. So, there is a lot for boards to digest around this topic, making it an opportune time to take stock of where we are and what boards should consider.

In this podcast, Dr. Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses climate/energy transition with David Harris, who has worked on these topics for over 20 years. He leads sustainable finance strategic initiatives at LSEG (London Stock Exchange Group), having previously led sustainable finance for two of its divisions:  FTSE Russell in its index business, and its Data and Analytics division.

“20 years ago, this was regarded as quite a niche area. Today, that picture is completely different. It's one of the top issues for institutional investors.”

The data backs him up. In FTSE Russell’s annual survey of global pension funds, they ask if the funds are integrating sustainability issues into their investment strategies. Among the largest and most sophisticated funds, those with over 10 billion dollars in assets under management, 86 per cent do. 

“Of the different sustainability themes, climate change and energy transition rank in our asset owner survey as being the very top priority.”

Data from the International Energy Agency shows in 2024, annual investment into the energy sector was $3 trillion,  $2 that in 2024, annual investment in the energy sector was $3 trillion,  $2 trillion in clean energy, and $1 trillion in fossil fuels. In contrast, around five years ago, they were roughly on par at $1 trillion each. So, David says we are well into a substantial shift in the global economy, and boards and investors need to understand that.

“I think there has been some surprise.. from boards at the level of reporting requirements coming at them.”

Shifts of this magnitude come with many reporting requirements – requirements that have many boards less than thrilled. Some of the exasperation is at the newness of the requirements, and some is frustration with the scope. David feels this is a legitimate concern, as many boards find that keeping up with reporting can detract from focusing on the most material and relevant issues of running the business. 

“What's really important here is… sustainability standards are increasingly being set in a way which aligns them with the way companies are used to reporting on financial information.”

The International Financial Reporting Standards (IFRS) Foundation has set up the International Sustainability Standards Board, which may be familiar to many listeners. It aims to get global sustainability standards set up in a way that aligns with how companies are used to reporting on financial information and in a format that’s easier for the investor community to use. 

The three top takeaways for effective boards from our conversation are:

1.      Don't get lost in all of the reporting regulations. Cut through that and focus on the material issues and what’s right for the business. 

2.     Make sure you're engaging your investors, not only the sell-side analysts but also the institutional investors who sit behind them, i.e. the pension funds and sovereign wealth funds, as well as the asset managers and understand their priorities.

3.     Build your expertise and lean on the resources available through Chapter Zero and similar networks.  

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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Employee representation is a specific requirement for German boards, but global boards can learn from Germany. More and more boards have an employee representative, mostly a director, who brings employees’ perspectives back to the board. 

In this podcast, Dr Sabine Dembkowski, founder and managing partner of Better Boards, discusses employee representation on the board with Gabriele Bornemann, who wants to set new standards for qualification supervisory boards with her company Management Alliance. Before that, Gabriele worked in industry and finance for over 25 years. She was responsible for investor relations, M&A, risk management, and strategy.

“We do not ALL like this option to have equal representation”

Gabriele outlines the concept of labour representation at the board level in Germany – a unique approach shaped by the country’s two-tier corporate governance system. Unlike the Anglo-Saxon one-tier system, where the board has direct engagement with employees, German supervisory boards are legally required to remain independent and cannot interact directly with employees. 

“Profitability of the company as a whole is at stake”

Gabriele accepts that labour representation on the board is not without its challenges. A key example is Volkswagen, where employee representatives hold significant influence over management decisions, and their primary concern is job security and maintaining production sites in Germany – but business realities demand a shift toward new markets. If changes in sales and procurement make Germany less viable as a production hub, the company must adapt, even if it means relocating operations.  With strong employee representation, these strategic shifts can become contentious, with decisions to prioritise national job security over global competitiveness.

“Codetermination also has also a very positive impact on the structure of a company”

Gabriele explains that the origins of codetermination in Germany are deeply rooted in history. Emerging after World War II, it was designed to safeguard labour rights in an evolving and increasingly competitive market. While it has its challenges, she knows that the system also brings clear advantages, especially in ensuring greater oversight within corporate governance structures.

“It's very important that we have a strong chairman of the supervisory board”

Gabriele believes that co-determination presents both opportunities and challenges. The key to making it work lies in how the different parties collaborate, the composition of the supervisory board, the role of the supervisory board's composition, and the chair's role. She advises that a strong chair is essential to balance perspectives and ensure discussions remain productive rather than divisive.

The three top takeaways from our conversation are:

1.      Co-determination in Germany makes sense because supervisory boards have no direct access to employees, and it is important to integrate the employee perspective into their work.

2.     The weakness of codetermination is the lack of internationality in international business models.

3.     A very strong supervisory board chair is important to consider the common strengths of both shareholder and employee representatives.

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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The boardroom tango is where strategy meets execution, highlighting the dynamic dance between the board and executives in steering an organisation. But what does an executive have to do in order to really get the most out of non-executives?  How does this dance between the two work? How can it be influenced and improved?

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses the boardroom tango with Carol Ouko-Misiko, who is Group Sustainability and Risk Executive for Old Mutual Plc East Africa, she oversees 11 business units in the financial services sector, domiciled in 4 countries in East Africa.   

“If I had to choose, I'd rather be where the magic is happening”

Carol starts by explaining that if she had to choose between executive and board member roles, she would always prefer the driver’s seat as an executive. Executives have the opportunity to take strategy and turn it into tangible outcomes, leading teams, navigating uncertainty, and shaping the future, and she believes that’s where the real impact happens.

Reflecting on her early days on the board, one challenge stands out—curating information. Distilling complex information into clear, actionable insights takes effort and discipline; she initially struggled with this as an executive. 

“It's that delicate balance between a nose-in, hands-out approach”

The relationship between the board and management is dynamic. The board actively participates in governance, approves strategy, and maintains a firm grip on its fiduciary responsibilities. This is often characterised as a "nose in, hands out" approach, with board members highly engaged in significant decisions, risk evaluation, and executive performance but must also avoid micromanaging daily operations. Their role is to govern, not to manage, placing trust in executives to execute strategy effectively.  

“Do we have the meeting before the meeting? I think it's necessary, but it can't replace opportunities for us to face issues without the bias”

For Carol, the meeting before the meeting is something she loves and hates - they feel counterintuitive. Yet, she has come to recognise their value because they provide an opportunity to break the ice, easing difficult conversations before they take place in a formal setting.  These informal discussions help build rapport, align perspectives, and create consensus, especially when sensitive topics are on the agenda. However, Carol remains cautious about their potential downsides because pre-meetings can undermine transparency, bypass formal governance protocols, and discourage open, rigorous debate if misused. If board members become too reliant on informal discussions, there is a risk that critical issues will not receive the full scrutiny they require. 

“You need to have a bit of thick skin and a sharp focus”

Resilience and focus are essential for an executive to succeed in the boardroomFor an executive to succeed in the boardroom, resilience and focus are essential. Carol believes that executives must develop a thick skin and a sharp focus, but beyond that, they also need the ability to frame a compelling narrative. Rallying people around a vision or strategy is not just about presenting facts; it’s about storytelling. As non-executive board members are not involved in day-to-day operations, executives must articulate a clear, urgent case for action. A well-crafted narrative drives meaningful engagement and momentum.  

“The most valuable input that a non-exec has done has been to engage”

 Carol recalls reading an article outlining the roles a non-executive board member can play. In her experience, the most valuable non-executives engage across various roles, adapting their approach based on the&

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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This episode highlights decision-making errors affecting high-stakes boards. Using concepts like bias, ‘deaf spots,’ and ‘tone-deaf leadership,’ it outlines misjudgment traps as warning signs and solutions to mental misinformation. It explores human misjudgment in boards, from ego to identity and false narratives.

Dr. Sabine Dembkowski, Founder of Better Boards, discusses navigating misjudgment with Nuala Walsh, non-executive director, chair, and CEO of MindEquity. Nuala’s roles include Chair of Innocence Project London, iNED at British & Irish Lions, President of Harvard Club Ireland, Deputy Chair of The FA Inclusion Advisory Board, and Vice-Chair at UN Women (UK).

"Even the smartest boards risk tuning out what matters"

Nuala stresses context as a critical factor in board decisions. Experience, background, and environment shape perspectives, but today’s noisy world—data overload, disinformation, and constant distractions—creates a "toxic mix" for judgment. Even intelligent boards risk missing crucial data, ignoring key voices, and rushing into misjudgment.

"We hear less; we misjudge more"

Nuala highlights ‘deaf spots’—the failure to recognise how environments influence behaviour. While reputation depends on sound decisions, boardroom pressures increase risk. Boards may tune out critical signals, focusing instead on what is convenient or comfortable.

"To get it right, understand why people get it wrong"

Addressing echo chambers and tone-deaf decision-making begins with recognizing the problem. Overconfidence blinds boards to vulnerabilities, leading them to assume their judgments are sound, even against contradictory evidence.

"Groupthink is a warning sign of misjudgment"

Boardroom culture matters. While boards discuss company culture, they often overlook their own biases. Consensus without challenge signals a risk of misjudgment.

"The peacock cares about who's right, not what's right"

Ego-driven decisions are a major pitfall. Overconfidence fosters a false sense of certainty, pushing boards toward rushed decisions influenced by distractions, time pressures, and wishful thinking. Identity, emotion, and risk appetite compound these biases, making it vital to question both external narratives and internal assumptions.

"Check your intuition"

Nuala advises boards to test their intuition. While gut instincts are useful, validating assumptions improves decision accuracy by 10% to 40%. Boards should pause, fact-check, and challenge their reasoning rather than rely solely on intuition.

Key Takeaways for Effective Boards:

• Decisions matter more than you think.
• No one is immune to misjudgment—evaluate your board's mindset regularly.
• Not everything you hear is valuable, and not everything valuable is heard—listen differently and discern wisely.

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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Have you ever wondered how to sell a bold idea in the boardroom? Not just an idea different from what your organisation usually tends to do, but a really bold one that breaks ground in your industry? What does it take? What do you need?

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses selling bold ideas in the boardroom with Dr Andy Palmer CMG, former COO at Nissan and President & Group CEO of Aston Martin.  Known as “the Godfather of EVs."  Today, he is a turnaround specialist stepping in as Interim CEO / Executive Chair at Optare/Switch Ltd, PodPoint plc and Brill Power Ltd.  

“More than anything else, if you want to get on, then you got to work hard.”
Andy credits hard work as the key to his success, acknowledging the sacrifices required. While his family enjoyed the benefits of his career, it came at a cost to time spent with them. Talent and education matter, but perseverance drives leadership.

“What do I need to understand that would allow me to solve that problem?”
Andy’s interdisciplinary experiences and deep industry exposure contributed to his achievements. His work on the Nissan LEAF taught him the importance of the "three Cs" in battery technology: chemistry, control, and cooling, shaping his focus on zero-emission solutions.

“When the whole company is essentially against you, how important air cover is!”
Selling the LEAF to Nissan’s board was tough—many favoured hybrids. Andy proposed skipping hybrids for fully electric vehicles. CEO Carlos Ghosn’s support was pivotal, providing Andy the "air cover" to push his bold vision.

“Being a CEO should be about leadership, but there's so much about corporate governance that sort of forces you to be safe.”
Andy reflects on the cautious nature of modern corporate governance, which can stifle innovation. He calls on non-executive directors to back CEOs willing to take calculated risks and pursue groundbreaking ideas.

“I've always been very happy to be the lowest IQ in the room.”
For bold leadership, Andy values diverse, multidisciplinary teams, effective communication, and empathy. He believes leaders must inspire confidence, even among sceptics, to gain support for their vision.

The three top takeaways from our conversation for effective boards are:

1.    Find something you love and can be passionate about in your career. 

2.   Education is more than just studying a particular subject - academia is about personal growth. So you've got to know a particular discipline well and build your skill sets in other areas, like finance and communication. 

3.   Ultimately, we all work with people, and your ability to build empathy and sell something rather than tell something is important.

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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Every year, the world's preeminent leadership advisory firm, Egon Zehnder, surveys CEOs to identify issues and challenges they face and how they deal with them. In this podcast, we highlight key findings and discuss the implications for CEOs and Nomination Committees challenged to align on the search criteria for CEOs

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses how to lead through complexity with Dr Nadine Rinck, a partner in Egon Zehnder's Munich office. She heads Egon Zehnder’s infrastructure sector in EMEA and focuses on board advisory and CEO succession across sectors. 

“95% of the CEOs expect groundbreaking systemic changes in the next decade”
Nadine shares that 95% of CEOs anticipated groundbreaking systemic changes in the next decade.   The study also identified the top five critical challenges for CEOs: talent acquisition and development, AI adoption and impact, market disruptions, geopolitical instability and climate change/ecological impact.  Nadine highlights that these challenges are not isolated, and their interconnected nature makes them even more difficult to navigate.  

“The world is currently moving from complicated to complex”
Nadine explains that complexity introduces challenges for which no clear solution exists, no matter how much effort or money is invested. The world is shifting from being merely complicated to truly complex. This shift brings heightened uncertainty and often fear among teams and stakeholders.  

“What can I do to make my CEO become better and support him or her in navigating this complexity?”
Nadine emphasises that navigating complexity does not mean CEOs must solve every problem themselves or adopt a hierarchical approach.  Instead, CEOs are turning to specific sources for advice and support when tackling complex challenges.  However, a surprising gap exists in how often CEOs engage independent board members or chairs for guidance.  Only 17% consult their independent board members and just 13% turn to their chairs for advice.  

“Leaders will need to develop adaptive abilities”
Nadine acknowledges that tackling today’s challenges requires a fundamental shift - a complete update of the “operating system” of leadership.  For future CEOs, this means transforming their leadership identity and focusing on emotional intelligence and personal growth.  She outlines three meta-competencies that form the foundation for adaptive leadership. 

The first is self-awareness, which requires the ability to self-reflect and be brutally honest with oneself.  The second meta-competency is relational capability, which includes building trust, forming networks, and genuinely connecting with others.  The third meta-competency she describes is adaptability, which requires leaders to let go of outdated beliefs and unlearn no longer beneficial behaviours or strategies.  

“Take people out of their comfort zones and see them in different settings and environments”
Nadine emphasises that while a candidate’s CV and experience remain critical, boards (and particularly nomination committees) must go beyond traditional criteria to understand behaviours and personalities for internal talent and CEO succession pipelines, building relationships with potential candidates much earlier in their careers, long before the formal selection process begins.  

The three top takeaways for effective boards from our conversation are the three meta-competencies to help CEOs navigate complexities:

1.      Self-awareness

2.     Relational capabilities

3.     Adaptability.

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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There are many different types of crises, and how boards deal with them, so it is prudent to be aware of typical mistakes, what works, and what boards can do to deal well with these situations.   Are there any ‘golden rules’ that can serve as a starting point to prepare a board and ensure effectiveness and performance in a crisis?

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses crisis and the board with Barbara Lambert, a professional Board Member who chairs or is a member of the Audit, Risk and Nomination Committees.  Her current and past mandates include Banque Pictet & Cie SA, Deutsche Börse AG, Implenia AG, Merck KgaA, Synlab AG and UBS Switzerland.  Barbara spent 20 years at Arthur Andersen/Ernst & Young as a senior partner and Head of the Audit practice for banks and insurance.  In 2008, she started as Head of Internal Audit at Pictet Group in Geneva and became a member of the Management Board as Group Chief Risk Officer. 

“A crisis coming from external events has more often a greater speed … and internal crises are more likely to be hidden and evolve gradually”
Barbara reflects on her extensive experience managing crises over four decades, having identified clear patterns that emerge in such situations.  

“I wish it was really a once-in-a-lifetime experience”
Barbara describes one of the most critical mistakes she has witnessed boards make during a crisis - underestimating the situation.  Overconfidence often leads to a dangerous mindset of "this cannot happen to us," resulting in a failure to engage in proper scenario planning or not considering worst-case scenarios.  What starts as a manageable issue can quickly snowball into an uncontrollable avalanche. Barbara cites the collapse of Arthur Andersen, her former employer, where what began as a crisis ultimately ended with the company's demise.  

“It starts before the crisis, so the board should know where the company is vulnerable”
Drawing on nearly 40 years of experience in crisis management, Barbara outlines the key practices she has seen boards adopt to navigate crises effectively.  Success begins long before a crisis occurs, with boards identifying vulnerabilities and ensuring regular, comprehensive updates on the company’s risk profile.  She highlights the value of an early warning system. According to Barbara, a well-prepared, united board can make the difference between crisis recovery and failure.  

“I think that there's no miracle, but there's just a solution”
Barbara acknowledges that preparing for crises amidst packed agendas is challenging but insists that the solution lies in prioritising time.  Today’s board roles demand significant commitment—in reading documents and engaging deeply with strategic discussions, management, and fellow board members.  She highlights how the role of a board member has evolved into a full-time commitment. 

The three top takeaways from our conversation are:
1.      Crisis management starts before the crisis, so as a board member, you must ensure that the company is prepared with scenarios, contingency plans and a robust risk management framework. 
2.     Do not overestimate your availability before you accept a new or additional mandate. Honestly, decide if you really have the time to do it. 
3.     Crises and challenges are here to stay because of the current economic, technological and geopolitical environment. As a board member, you need to show that you can be the solid rock to whom executive management can turn.

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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The ESG narrative has become familiar but does not yet confront the challenges of a world where interest in sustainability is waning in some regions, political and economic divides are widening, and technology is reshaping the rules of the game.  How can boards maintain momentum on climate and social issues when governments are focused on regulation and public interest is fractured?  

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses whether corporate governance can survive sustainability with Frederik Otto, Director of Advisory and Head of Europe at global consulting and standards firm AccountAbility. Previously, he founded and led The Sustainability Board, a globally recognised think tank for sustainable leadership and corporate governance. 

“The purpose of the company is not just to provide profits to shareholders, but to serve all of their stakeholders.”
Frederik starts by explaining that sustainability is intricately tied to governance through stakeholder management and engagement.  He recalls how the topic gained traction from 2017 to 2019, with influential figures such as Larry Fink of BlackRock and the US Business Roundtable emphasising that a company’s purpose extends beyond delivering profits to shareholders. That narrative led to a push for better oversight of sustainability issues.  

“The last five years have been quite the journey for sustainability.”
Frederik acknowledges that there is a sense of ideological fatigue around terms such as ESG and sustainability, and these words may even have become divisive, but the underlying issues remain critical.  He stresses that a board’s fiduciary duty includes ensuring sustainability matters are given due consideration.

“We were seeing all these shiny sustainability reports and board disclosures… …that were very explicit in how the corporation is providing value to all sorts of stakeholders.”
Frederik explains how the drivers of sustainability have shifted.  While employee activism and stakeholder pressure were dominant five years ago, economic challenges such as inflation and layoffs have reduced their influence.  Particularly in Europe, regulators have stepped in to fill this gap with legislation. 

 Frederik highlights three key sustainability trends emerging for the future:

1. Nature and Biodiversity - Risks such as biodiversity loss are gaining attention, along with opportunities like nature-based solutions.
2. Artificial Intelligence - AI impacts businesses through changes to business models, operational challenges like cybersecurity, and ethical considerations.
3. Geopolitics and Geo-economics - Global hostilities, trade restrictions, and national security concerns related to climate change are influencing board agendas.

“Do more scenario planning, do it more provocatively, and look as far as possible.”
Frederik stresses that boards must prioritise long-term sustainability goals alongside immediate operational challenges.  He identifies three core responsibilities for boards: routine governance, crisis management, and future planning.  He emphasises that robust scenario planning is vital for proactive governance, urging boards to explore even unlikely but plausible future scenarios. 

The three top takeaways for effective boards from our conversation are:

1.      Align the strategic, strategic intent between organisation management and the board, removing terminology
2.     Remove the words sustainability and ESG and consider these as global issues, systemic risks, and opportunities.
3.     Try to forecast better and spend more time on talking and thinking about the future.

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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The board is responsible for appointing the CEO, and the relationship between the Chair and the CEO is crucial - but often not easy.  So what matters when selecting a CEO, and how can we establish and develop a good relationship between the Chair and the CEO? 

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses the crucial relationship between the Chair and the CEO with Sir David Norgrove, currently a Governor at the University of the Arts and Chair of the aBDRN Financial Fairness Trust.  Sir David has held a number of chairing roles in leading public sector organisations. His early career was at the Treasury, at First National Bank of Chicago, and as Private Secretary to Prime Minister Margaret Thatcher. This was followed by Marks & Spencer from 1988 to 2004, including as a member of its Board.

“It's important to be on the shop floor and to see what's going on.”

Sir David relates that during his 16 years at M&S, he worked under three chairmen, all of whom held the dual role of Chair and Chief Executive - an approach less common today.  While the third eventually separated these roles, the first two were dominant and highly authoritative figures. Their leadership styles had significant drawbacks, particularly a reluctance to encourage challenge or dissent.  Too often, the board acted as a rubber stamp for their decisions.  Despite these challenges, Sir David learned valuable lessons.  

“The dictatorial approach is subtle, but it's still there.”

Sir David reflects on past experiences in the boardroom, acknowledging that standards were quite different decades ago.  He recalls unacceptable behaviour, with a culture of bullying and a dictatorial approach that at times crossed the line.  He believes this leadership style was deeply damaging to the business and carried that lesson with him into his later roles.  

“Having the right CEO is the number one, two and three most important things for a chair.”

Sir David emphasises that selecting the right CEO is the most critical responsibility for a chair, ranking it as priorities one, two, and three.  He believes that the wrong appointment can strain the chair/CEO relationship and lead to organisational unhappiness and failure to meet objectives.  While acknowledging the difficulty of defining the perfect CEO, he recognises the need for trade-offs.  He focuses on core qualities.  A CEO must be direct, transparent and willing to speak openly about issues.  

“All you can do is trust your instinct - and that can be wrong.”

Sir David acknowledges the inherent challenges of assessing candidates, especially in determining whether they meet the criteria and trust can be established.  However, he believes no process can guarantee absolute certainty, as ultimately, decisions rely on instinct, which is not infallible.  

“The person you're talking to is the Chief Executive. He's not your underling.”

Sir David believes building and maintaining a strong relationship with a CEO requires adapting to the individual's character.  He emphasises the importance of regular, consistent communication, which often takes the form of a weekly meeting or phone call to discuss what’s happening in the business, address mutual concerns, and ensure an open line of dialogue.   

The two top takeaways for effective boards from our conversation are:

1.      Have the right CEO.  If the CEO isn't right, then the CEO should go.

2.     Ask questions.  Get out and about, go and visit places and sit down with people, get them to tell you what they're doing. There's no substitute for it.

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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Amid global uncertainty, are boardrooms needlessly complex? Is It possible to thrive in the boardroom by keeping things simple? 

In this podcast, Dr Sabine Dembkowski, Founder and Managing Director of Better Boards www.better-boards.com, discusses being on the board with Sir John Tusa.  Sir John has been known to the public as the main presenter of BBC2's Newsnight and the Managing Director of some of the most iconic media and cultural centres in the United Kingdom. 

“The things that really make a difference are what I call the simple ones”
Sir John suggests that although being on a board involves significant challenges in an increasingly complex world, it is not necessarily complicated.  He explains that the complicated aspects of board service involve fundamental duties: understanding the organisation’s legal basis, following regulatory expectations, and recognising responsibilities toward shareholders or stakeholders. These regulatory and procedural tasks are necessary, but are only part of the board’s work.  Simple, straightforward actions and values can truly make a difference. They hold substantial value in shaping the organisation’s success and fulfilling the board’s deeper purpose.

“The more generous you can be with your time, the better it is for the organisation, and the better it is for you as a board member”
Regarding time, Sir John also points out that when he was first invited to join the board of the English National Opera around 25 years ago, the chair reassured him that annual board commitments would be minimal.  Since then, expectations have evolved significantly, and today board roles can easily demand 30 to 40 days or more per year. 

“When I hear the word board pack, I almost want to reach for my bonfire”
He describes a frustration he has with the common organisational tactic where executives overload non-executive directors with extensive paperwork.  In some organisations, this may be deliberate, to overwhelm non-executive board members with so much information that it becomes virtually impossible for them to thoroughly review or question it.  This tactic, he argues, is a way for executives to discourage meaningful input from non-execs by drowning them in details.  To counteract this, he advocates a slim board pack approach.  

“If you don't know your fellow board members, you probably don't know the executive well enough either”
Sir John emphasises the critical importance of knowing fellow board members and even the executive team well, viewing this familiarity as vital to effective board service.  A disconnect among directors and executives stems largely from the overwhelming focus on paperwork and procedural accountability, which, in his view, can impede meaningful connections and decision-making.  

“There are no stupid questions, and there are no stupid opinions”
Sir John offers direct advice to board members who feel overwhelmed by excessive paperwork and information overload and stresses the importance of voicing concerns and setting boundaries if the volume of information prevents them from making informed contributions.  

The three top takeaways from our conversation are:
1.      You have the right to ask questions and to offer opinions about any subject before the board.
2.     Identify concealment or evasion, and always remember that a hidden problem can lead to a much worse crisis later on.
3.     You can't do your job if covered with paper and sometimes deliberate you're covered with paper and sometimes deliberate evasion, and you may have to say, "There’s no point in sitting on this board because I'm unable to do my job."

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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Most Directors serve on boards in one or two countries. The argument often is that one Most Directors serve on boards in one or two countries. The argument often is that one has to understand the legal requirements and the cultural context. Is this the only way in our connected world?

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, reflects with Christof Kutscher about his experience serving on boards in 20 countries on five continents.  

Christof holds multiple key positions in the financial industry. He is Chair of the Board of Directors at Bergos Private Bank and a board member of Carmignac Gestion, Indeez, and Gnothis Holding SA.  He was CEO and Chair of Climate Asset Management. Christof has also held leadership roles at prominent firms such as UBS Global Asset Management and AXA Investment Managers.

“Well, I didn't start on five continents…”
Christof’s board career began in Switzerland and expanded across multiple continents over time.  While his experience of serving on boards in different countries and cultures has been intellectually stimulating, he emphasises that the real differences in board dynamics often stem from the type of company rather than geography.  His extensive international experience has enabled him to navigate these complexities and add value to companies around the world.

“I said, ‘No, I'm not looking for a job’”
Christof explains how his global board career started with some ex officio roles.  As a senior manager in a large global bank, his work naturally extended across many countries.  Initially, he served on country boards in Europe, but as the bank expanded, he joined boards in Asia Pacific and joint ventures around the world.  He says this was invaluable training, offering deep cultural insights and a firsthand understanding of how different countries approach board governance.  This varied exposure shaped his ability to adapt and thrive in various cultural settings.

“I typically don't steal the money, and I'm culturally adaptable”
When asked how he initiated and developed his global network, Christof emphasises that it’s all about trust and delivering more than expected.  He explains that board roles are heavily trust-driven, and having a solid reputation without any risky experiences in your background is key to gaining and maintaining that trust.  While he continues to receive invitations to join boards from headhunters, he feels that his reputation for integrity and cultural adaptability often opens the door.  

“I love the deep dive to understand the company, the industry, the strategy”
Christof applies strict criteria when evaluating board roles, often recognising whether a position will be a good fit early.  He emphasises assessing whether the role aligns with his values before committing.  Christof explains that he has never wanted to be a decoration rather than a real contributor. 

The three top takeaways from our conversation for effective directors and boards are:
1.      Avoid boards with people with egos so high that the board cannot operate. Individuals may be influential, incredibly smart, and experienced, but they must ensure their ego does not get in their way to help the company. 
2.     Make sure that the board is doing what it's supposed to do. It's about strategy, setting, compensation of senior management, risk management and liabilities, so all the regulatory stuff.  You can have the best director insurance on the planet, but you will run into trouble if you don't do that properly. 
3.     After you are on the board for six months or so, decide if you can really contribute to the board or whether to get out early rather than wasting your time but move quickly. 

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses tech boards with Irene Arias Hofman, CEO of IDB Lab, the innovation and venture laboratory of the Inter-American Development Bank Group. 

“We do care a lot about the principles, the values, the incentives”
Irene begins by outlining that when evaluating tech boards, especially in startups, investors focus on several key elements.  Using her organisation’s portfolio as an example (which includes startups typically at Series A or B stages), she explains that they pay close attention to the governance of both the startups and the venture capital (VC) funds they often invest alongside. They believe that the governance of portfolio companies and VC funds is crucial, although the governance of each differs significantly.  

“They need to a bring in a whole set of other aspects…. that they didn't have to worry about when they were just a two people team”
From an investor’s perspective, Irene describes how a good board in a startup balances technical expertise with broader strategic and corporate skills.  As the company grows and becomes more institutionalised, the board needs to expand its skill set to include governance, organisational management, social skills and strategic foresight.

“They have more control… or more choice than maybe they think in terms of who's on the board”
Irene then outlines how successful boards differ from struggling ones in several key ways.  First, they ensure the right fit of board members rather than simply accepting any investor who offers capital.  She notes that startups often feel they have limited control over their board composition, especially when large investors demand board seats.  However, successful startups are, in fact, deliberate about selecting board members who bring real value.  

“Only 6.2% of board seats in unicorn companies are held by women”
Board diversity is also a distinguishing factor.  Data shows that companies with women on their boards perform significantly better, yet Irene notes that women still hold only a small fraction of board seats in unicorn companies.  

“It's become trendy, and it can be good to say you are on the board of a high-growth tech startup”
A good board member in the startup context needs to be highly available and committed. Irene points out that while it has become ‘trendy’ to be on the board of a high-growth tech company, the real value comes from being genuinely invested in the company’s success. 

“You really want to know: are you gonna build a sustainable business”
When it comes to tracking a startup's progress, Irene relies on a few key KPIs that provide a solid understanding of the company’s health and sustainability - the burn rate, the lifetime value (LTV) of a customer, and the churn rate.  

The three top takeaways for effective Tech boards are:
1.      As a startup, you may be able to pick your board members more than you think, so do not feel pressure to give up board seats to investors to get investment.  It has to be a good match to build the right skill mix.
2.     That skill mix will evolve rapidly, just as the startup does. You will have to pivot your strategy. For example, if you become very successful, then very quickly, you need to become much more sophisticated in how you are run. So be ready to evolve, including evolving the composition of your board.
3.     Be mindful of bringing in board members who believe in your vision for the company and can contribute diverse views.

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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Every country has its fair share of corporate failures. Afterwards, It is easy to point towards governance. Reflection and learning are essential. In this podcast, you hear from someone who has a critical governance role In Germany. You gain insights into the issues discussed and the perspectives of someone who hears daily from all players in the market - regulators, state officials, top managers, board members, the media and the general public. 

Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses current trends in German Corporate Governance with Dr. Cordula Heldt, Head of Corporate Governance and Company Law at the German Share Institute (Deutsches Aktieninstitut).  She is also Head of the Secretariat to the Commission on the German Corporate Governance Code (Regierungskommission Deutscher Corporate Governance Kodex).  

“Every declaration that you have to do is actually about nudging boards to do the work”
Cordula opens with Germany’s recent significant corporate failures, notably the Wirecard scandal, which led to new regulations concerning corporate governance.  Following the Wirecard case, German lawmakers introduced stricter requirements for risk management, internal control systems, and auditor regulations.  

“Every declaration that you have to do is actually about nudging boards to do the work”
However, despite the complaints about the administrative burden, Cordula believes the value of these declarations lies in their ability to nudge boards into taking their responsibilities seriously.  By requiring formal declarations, boards are compelled to examine their risk management and internal control systems closely – and this scrutiny is not only limited to financial reporting but extends to the entire governance framework.  The intent is to ensure that supervisory board members ask the right questions and engage more deeply with these systems.  

“As a board chair, you're looking for people that you can propose to the board and the general meeting that can fill the whole seat”
One effective approach some companies adopt, which Cordula notes, is reporting on the different levels of expertise within the board.  This means acknowledging that not every board member starts with the same level of knowledge, especially in specialised areas.  She believes this trend toward acknowledging and communicating different expertise levels supports more effective board development and governance.

“Of course, they think it's burdensome, but everybody knows the alternative is regulation”
Cordula advises bringing directors and policymakers closer together to create better boards.  She also understands that while directors generally support the code, they often find it burdensome, although they recognise that the more stringent regulation alternative could be worse.  She explains that one approach that has been effective (at least in Germany) is the practice of direct engagement, as Clara Christina Streit, the new chair of the German Code Commission, has implemented.  She started her tenure with a "listening tour." 

The three top takeaways from our conversation for effective boards are:
1.      Familiarise yourself with the ongoing governance debates, focusing on principle-based and effective governance.  This will help you better navigate and meet reporting expectations.
2.     Be aware of the potential expectation gaps in corporate reporting.  Understanding these gaps can help you align reporting practices with expectations of stakeholders and regulators.
3.     Consider the board a cohesive team that must work together to ask the right questions and prevent governance failures.  

Better Boards goes beyond box-ticking. We combine independent, peer-reviewed research with an intuitive digital platform that gives every Director an individualised report, alongside external benchmarks and comparisons across all dimensions of effective governance. Professional services firms can also license the platform to strengthen their own board advisory work — without building or maintaining their own technology.

If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.

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Recently, there has been a surge on social media stating that diversity, equity, and inclusion (DEI) are bad for business.  Some of the world’s largest firms have also significantly reduced their investment in diversity and inclusion.  But what does this mean for boards that do believe DEI are good for business? Should they change how they approach this agenda, and if so, how? 

In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses whether DEI is bad for business with Prof Grace Lordan from the London School of Economics, Founding Director of The Inclusion Initiative, economist, and labour market skills expert.   

“What boards need to think about is how inclusive are their teams at the micro level, so that when they aggregate, we get those productivity gains”
Grace opens by considering an example – an imaginary scenario where DEI might negatively impact business.  Imagine starting a new job and meeting your team for the first time, being different in some way – perhaps gender, ethnicity, or language.  You have valuable knowledge and are excited to contribute, but you're repeatedly interrupted or ignored when you speak up. In this situation, you could respond in one of four ways: silence, dissent, quitting and conformity. These responses show how poor inclusion can make DEI detrimental to business.  

“The biggest thing we can do is say this board doesn't engage in consensus-based decision making”
Grace notes that boards must consider what's happening in the room and any member’s desire to “fit in.”  She attributes many big behavioural risk scandals to groupthink at the team level and board members who are aware of a potential issue but fail to speak up because they don't want to upset the apple cart. 

“These good habits, unfortunately, haven't necessarily infiltrated boards yet”
Behavioural changes are vital to advancing diversity, equity, and inclusion (DEI) in organisations, not only at the board level.  Grace outlines how to promote inclusive behaviours, starting with establishing clear rules for meeting hygiene.  These guidelines will ensure everyone has an opportunity to speak. 

“If you invest in an inclusive culture, you should see gains in the fundamentals. You definitely won't see losses”
Grace’s research explores the broader implications of inclusion on fundamental business metrics such as growth, innovation, patent filings, stock returns, return on equity, and return on assets.  She established a clear, positive relationship between inclusion and long-term business outcomes.  Diversity alone showed gains only after reaching critical mass. However, when inclusion is paired with diversity, the need for a high critical mass diminishes.

“Millions and millions of pounds are wasted each year on diversity equity and inclusion initiatives”
Grace notes that to realise productivity gains, board members must prioritise fostering a culture of inclusion, where diversity is genuinely valued and diverse talents are not pressured into conformity.  

The three top takeaways for effective boards from our conversation are:

1. Integrate inclusion with diversity: Ensure that diversity and inclusion strategies are embedded within the business, not confined to HR or external consultants.
2. Audit and enhance boardroom voice: Boards must pay attention to who has a voice in discussions, ensuring that there is sufficient cognitive diversity. 
3. Treat DEI as a long-term investment, particularly valuable for companies focused on growth and innovation. Prioritise creating a culture where team members feel comfortable challenging each other, driving real business gains.

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If you would like to join the community, explore our research-based approach to board evaluations, discuss licensing, or share an idea for The Better Boards Podcast, we would be delighted to hear from you at info@better-boards.com.