2022 Board
Effectiveness Survey

Building a technological bridge from increased engagement to strategic excellence

Pandemic pressures and technological advances have changed the workplace landscape in record time. International supply chain issues feed inflation, which feeds political and economic volatility. Few had foreseen a land war in Europe, the ramifications of which have yet to play out.

Design Lines

Global upheavals will continue to impact organizations for the foreseeable future, continuing the workplace, supply chain, economic, and geopolitical disruptions with which we’ve grown too familiar. With a focus on board effectiveness and organizational strategy, survey respondents are clearly cognizant of the challenges facing organizations in this volatile environment.

Most have relied on technology to help weather the last two years. Now, a majority look to that same technology for additional efficiencies, security, and the enhanced engagement and collaboration that help enable a more strategic board focus.

Table of Contents
Survey Participants

The 419 annual survey participants, principally director level and up, representing global industries from non-profits and education to healthcare and finance, provided insight into the value and power of increased board effectiveness, and the factors that create it.

Industries

Non-profit
31%
Finance
19%
Higher Education
13%
Technology
8%
Associations
4%
Other
14%

Role

CEO / Board Chair
26%
Executive Management
22%
Board Administrator
21%
Board Directors
19%
Other
12%

Role

Americas
90%
Europe
6%
Australia & New Zealand
4%
Defining Board Effectiveness
0 %

Say to measure effectiveness, it is important
to focus on Strategic Imperatives

0 %

Say to measure effectiveness, it is important
to focus on Governance and Continuity

Which of the following is most important when you are measuring board effectiveness?

#1 Focus on Strategic Imperatives
49%
Governance and continuity
21%
Established and Hit financial goals
17%
Meet shareholders needs
11%

Primary Drivers of board engagement

More Engaged board
46%
Shift to virtual meetings
21%
Shift to Virtual Meetings
19%
Increase BMS use
9%

Chief executives are
 most focused on 
strategic imperatives,

Ranking it #1
 over 57% of the time

Purple Moon
black dots
Design Lines

Meet shareholders needs

“With the upcoming retirements of some of the older generation trustees, we will likely see a stronger sense of adoption of the technology to support our Board of Trustees with a younger generation coming in.”

– Board Admin., Higher education

Tech Utilization; Innovation

“Increase global perspective and technology skills (data and cybersecurity, for example).”

– Board Admin., Higher education

Engaged, Involved, Attentive Board Members

“Prior to COVID, we met in person 4x/year and there was a social aspect contributing to our effectiveness… Although the preparedness of the Board for meetings has improved and meetings are more efficient, there is a relationship piece that has suffered. So, I would like to get back to in-person meetings (while keeping the preparedness and efficiency).”


– Executive Management, Non-profit

Streamlined Agendas; Focus on Strategy

“Actionable steps to improve following annual board evaluation; focusing on productive meetings (agenda, preparation and ensuring meeting is more discussion than reading slides.”


– Board Director, Technology

Technology as both tool and change agent

Technologies implemented during the pandemic continue to accelerate digital transformation throughout the organization, and boards are no exception. As boards grow more accustomed to and comfortable with technology tools, they’re seeking additional ways to leverage them to maximize efficiency and effectiveness.

Primary Drivers of board engagement

More Engaged board
46%
Shift to virtual meetings
21%
Shift to Virtual Meetings
19%
Increase BMS use
9%

In just a few months’ time the COVID-19 crisis has brought about years of change in the way companies in all sectors and regions do business. According to a new McKinsey Global Survey of executives, their companies have accelerated the digitization of their customer and supply-chain interactions and of their internal operations by three to four years. And the share of digital or digitally enabled products in their portfolios has accelerated by a shocking seven years.

– McKinsey, “How COVID-19 has pushed companies over the technology tipping point—and transformed business forever

Technology can impact areas that feed board effectiveness

Increased board engagement, better board preparedness, and a more strategic board focus were cited as the three main drivers of board effectiveness.

Over half of respondents will increase use of board tech in the next 18-24 months Half of those without board management software will increase their use of board tech in the next 18-24 months Those with board management software are 13% more likely to increase use of tech than those without