Are we ready to embrace and redefine the role and leadership of technology on boards?
John Clarke
Chairman, Portfolio Non-Exec, Crown Rep, Growth & Innovation Advisor | Leading boards in strategy, complex commercial and software delivery programmes and building next-generation data and business services
In the UK, the public dissection and review of the UK Post Office should act like a clarion call to all boards. Do they know or understand technology? Do they understand the nuances of managing complex systems integration and software development? Are they able to ask and provide challenge and assurance?
In today's rapidly evolving business landscape, advanced technologies and complex programs are reshaping industries, and the role of boards must undergo a profound transformation, a redefinition. As a board chairman deeply invested in business services, innovation, and transformation, boards must adapt to this new reality and lead their organisations into the future. If we do this right, we can help build resilient and robust businesses and a new form of authentic agile leadership.
Environments where influence and collaboration play a major role, where trusted relationships can form, and where curiosity and agility become the characteristics of effective leadership.
The advent of technologies like artificial intelligence, blockchain, quantum, and data analytics has ushered in a new era of possibilities. However, it also presents unprecedented challenges that traditional boards may find daunting. Though let us not kid ourselves, many organisations face huge challenges with legacy and managing existing platform system integration. This is not new; we haven't taken it seriously enough.
Boards must become strategic partners in navigating the complexities of advanced technologies. This entails fostering a deep understanding of the digital landscape, staying abreast of emerging trends, and actively formulating technology-driven strategies.
A forward-thinking board is essential to ensure the organisation adapts to technological shifts and anticipates future disruptions. It requires as much depth in understanding team behaviours and culture as it does in technology.
Boards should invest in systemic leadership coaching. This form of coaching emphasises a holistic and interconnected approach to leadership, equipping board members with the skills to navigate the intricacies of advanced technologies. By fostering a culture of continuous learning and adaptability, boards can position their organisations for sustained success.
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Collaboration and influence in the Board
Recognising the multifaceted nature of advanced technologies, boards should seek diverse expertise in technology, digital strategy, and innovation. Collaborating with individuals who bring different perspectives and experiences to the table enhances the board's ability to make informed decisions in a complex, tech-driven environment. Boards need Digital NED's. They need digital Chairs. They need non-executives who can influence and challenge.
It's time to redefine boards.
Let me know what you think.
#boardsredefined #techboardredefined
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NED | CEO | COO | CTO | CIO | Strategic Advisor | Board Member | Digital Transformation Expert
9 个月John Clarke you make good solid points. My add is that I think Boards either over rely on the CIO to have all the answers - if the CIO sits on the Board. Or if the CIO is not on the Board the Tech agenda can get lost in the Board Agenda of business and priorities. Either way there appears to be a reluctance of Boards to have qualified challenge and scrutiny for technology matters. It’s a huge opportunity and risk, regrettably we are more recently reading about where the risk has not been managed successfully. These unfortunately make for better headlines! There is plenty of technology talent in the market that wants to help Boards. Boards need to be encouraged and nurtured to hire this talent. I know the investment will payback for risk but it is the promotion of diversity in commercial thinking tegarding technology that is the value add.
Results Driven Managing Director | Business Transformation Leader | Executive Coach | Board Member | Passionate about Driving Growth, Change & developing Leaders of the future.
9 个月Great article John Clarke technology has to play an increasing role in board leadership, and reliance on a singular point of knowledge just won’t be enough.
NED | Advisor | Retired UK Police & Justice Managing Director, Accenture.
9 个月Couldn’t agree more John! Systemic training of leadership is essential, if only so leadership can understand the implications of new technology and participate in meaningful discussions with Tech/Digital sub-committees before making informed decisions.
Independent adviser
9 个月I too agree; good article and a good challenge for Chairs and CEOs to think about. Two points spring to mind: 1) Maybe the role should be "Change NED", so someone who is digitally-savvy but who can also guide Boards through periods of change/transformation. So often big change initiatives (eg: Horizon) get a life of their own and those responsible find it almost impossible to give bad news to their leaders. A NED focusing on these big programmes should be able to speak truth to power and so improve the outcomes and avoid calamities. 2) Whilst we would like to think that Boards would obviously welcome this role and/or systemic leadership coaching, maybe it's all too much of a challenge to how Board members currently see themselves? Figure out how to overcome that and then there could be some real change?
NED | Founder | Transformation Leader
9 个月John Clarke fully agree! Great article. I do however think we need an uplift in cognitive diversity on Boards asap as there is a governance issue behind each scandal we read in the paper everyday. To that point I disagree with the need for a “digital NED” the dot.com bubble was 20 years ago. I’m not suggesting every NED needs to understand quantum computing… but let’s ensure there’s a minimum understanding as technology risk and disruption is BAU…