Boards Are an Underused Strategic Asset in UK Business


Most Boards Are Falling Short When Their Leadership Is Needed Most

In a world of relentless change, driven by technological disruption, geopolitical shifts, and sustainability imperatives, the role of boards of directors is more crucial than ever. Yet, UK businesses are failing to fully leverage this asset.

According to the Board Intelligence Board Value Index, the picture is stark:

  • 46% of directors believe their boards are not adding enough value
  • 32% of directors say their boards add no value at all
  • Of those who say their board adds no value, half believe their board is actively holding the business back
  • Only 18% of UK directors see their board as an essential tool for value, creation, compared to 28% in the US
  • Just 44% of boards prioritise forward-looking discussions, with 39% of UK boards spending most of their time on historic performance reviews

With leadership so crucial to the development and survival of organisations this apparent underperformance of company boards is extremely concerning. The findings point to a systemic issue: boards are underpowered and underutilised precisely when businesses need them most.

Improving leadership and board -performance requires deliberate action.

  1. Redefine the Board’s Purpose

    Businesses should define their board’s role as a forward-looking strategic partner, capable of challenging assumptions shaping strategy, anticipating risks, and identifying growth opportunities.
  2. Shift Time Towards the Future

    The data shows that more than a third of boards spend the majority of their time looking backwards. This limits their strategic impact. Companies should ensure at least 50% of board meetings focus on strategy, innovation, market trends, and future risks.
  3. Improve Decision-Making Confidence

    Directors’ confidence in board decision-making is alarmingly low, averaging just 30.8/100. No single area of decision-making was selected by more than 33% of directors as an area of confidence. The biggest barriers include:
    • Rigid or inconsistent decision-making processes (28%)
    • Unclear roles and responsibilities (27%)
    • Poor time management in meetings (27%)
    • Low-quality information (26%)

Streamlining decision-making frameworks, clarifying roles, and ensuring meetings are well-managed and focused can dramatically improve decision quality and speed.

  1. Provide Decision-Ready Information

    Boards cannot add value if buried in exhaustive, data-heavy packs that lack insight. Businesses should focus board reporting on concise, insight-led analysis with clear options and recommendations. This enables directors to make confident decisions rather than wade through operational detail.
  2. Leverage Board Expertise Between Meetings

    The report highlights that directors of small companies are particularly dissatisfied, with 41% saying their board adds no value at all. Yet directors often bring decades of market experience and strategic thinking. Engage them informally throughout the year on major initiatives, market moves, or investment decisions, not just during scheduled meetings.
  3. Align Board Skills to Future Needs

    While directors feel relatively confident in decisions around legal, compliance, and corporate finance, they feel least confident in:
    • Brand and reputation decisions (e.g. marketing, crisis planning)Human resources decisions (e.g. growth hires, training)
    • Investment into the businesses (e.g. capex allocation)

Given the future will be defined by digital innovation, brand positioning, ESG, and talent, companies must regularly review board composition and ensure skills are aligned to strategic priorities.

  1. Ensure the board composition is fit for purpose.

    Ensure that the board is composed of individuals with the skills, knowledge and experience to provide relevant and up to date strategic leadership. This may require changes to the board structure or membership to ensure that the organisation is fit for the future.

Turning Potential into Performance

Nine out of ten directors report that they are optimistic about the UK government’s pro-growth deregulation agenda. Yet optimism alone will not drive growth. Boards that remain passive or backward-looking will miss the opportunity to convert policy momentum into strategic advantage.

Organisations cannot thrive on good governance alone and need to use all underused strategic assets. Businesses that redefine their board’s purpose, structure their meeting for future focus, empower decision-making with high-quality insights, and leverage director expertise will build a resilient competitive edge.

In a volatile and opportunity rich world, the critical question for companies is no longer “Do we have a board?” but “Are we using our board to drive the future success of our business?”

At Where Now Consulting, we have extensive experience working with companies ranging from family-owned businesses to PLCs to design and implement effective board structures that drive improved organisational and business performance. Our senior directors also Chair a number of commercial and third sector boards, bringing practical insight to board effectiveness and strategy.

If you would like to discuss your board’s impact, governance approach, or overall business performance, please don’t hesitate to call or email us.

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