The purpose of this report is to ask: is the traditional model of the board capable of meeting the expectations we now place on it, and is it the most efficient way of doing so? And is there a need for radical thinking about what boards do and what they look like to equip them for the future?
The first part of the report identifies some, although by no means all, of the trends and developments to which boards in all sectors are having to respond. The second part looks at some of the ways in which the role, structure and composition of boards might potentially evolve in the future. The report ends by posing a series of questions that we would encourage boards to consider.