September 12, 2025
Boards are usually strong in finance, compliance, and legal oversight, but when it comes to technology and culture, many boards find themselves out of depth.
That’s not a criticism. It’s a reality of how boards are composed. Most directors on today’s boards built their careers in finance, law, or traditional industry leadership. Few have lived through digital transformation or cultural reinvention first-hand.
The result is that boards often become too dependent on management for critical decisions in areas that can define the company’s future.
Think of some of the big questions boards face today:
• Should we invest in AI-driven capabilities?
• How do we measure cultural alignment with strategy?
• Are we truly resilient in cybersecurity, data governance, or digital operating models?
Without lived experience, it’s hard to challenge management with confidence.
So how can boards fix this?
Broaden the Boardroom Skillset
Bring in independent advisors or directors with executive experience in technology, digital, and large-scale transformation.
Make Culture a Standing Agenda Item
Financial KPIs are reviewed monthly. Culture often isn’t measured at all. Boards that treat culture as a KPI are better at spotting risks early.
Use Independent Voices as a Counterbalance
Boards don’t need to become operational experts. They need access to trusted advisors who can translate complex technology and cultural issues into board-level implications.
In my experience, the boards that will thrive are those that acknowledge these blind spots and take deliberate steps to address them.