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David Garfield's HBR piece asks why CEOs feel adrift when their boards have the right people. The answer isn't in the boardroom. It's in everything that happens before anyone walks in.
NACD's Blue Ribbon Commission gave boards a clear mandate: govern technology with greater insight, oversight, and foresight. But knowing what to do and having the infrastructure to do it are two very different things.
A director sits in an airport lounge, reviewing materials for tomorrow's meeting. The financial projections are complex. She opens ChatGPT and pastes in the board materials. The convenience isn't worth the risk.
Your board portal stores documents. It doesn't help anyone understand them. And that gap is costing you 9+ hours of coordination work every cycle.
A director fed five years of financial data into ChatGPT and spotted a pattern management hadn't highlighted. Her excitement quickly turned to uncertainty: was she overstepping? Every AI-aware director now faces this tension.
The first hour of most board meetings gets spent on clarifying questions about information already in the board book. What CEOs need is strategic engagement. What they get is a board that's partially prepared.
A board that doesn't understand the business makes decisions based on guesswork. The more common governance failure isn't scandal - it's boards that miss early warning signs because they didn't have the context to know better.
Here's the math: a 200-page board pack, maybe an hour to prep, and a meeting that expects strategic engagement from minute one. Most directors have read the materials. Few have actually prepared.
Most directors feel unprepared - even when they've read the materials. Reading and preparing aren't the same thing. The 6 C's framework identifies six dimensions that separate prepared directors from those who are just keeping up.
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