Columns
- The Board’s Strategic Role in Operationalizing Innovation
- When AI Algorithms Control Earnings Reactions
- Point/Counterpoint: To Go Public or to Stay Private?
- Why Mergers Fail When Strategy Is 'Right'
- Transforming Governance into a Growth Strategy
- How the Board Can Get the COO Position Right
- Beyond ROI: A Conversation with Purvee Kondal
- Onboarding
Director Advisory
- Human Capital Governance and the Compensation Committee’s Remit
-
Strengthening Board Engagement as Volatility Tests Strategy
- Four Overlooked AI Signals Every Director Should Watch
- A Mid-Cycle Guide for Compensation Committees
- How Boards Influence Successful Carve-Outs
- The Hidden Costs of CEO Succession
- Governing the Convergence of AI and Cyber Risk
Directorship Magazine
Strengthening Board Engagement as Volatility Tests Strategy
Key Points
- As the limitations of traditional scenario planning become apparent, boards are moving toward more dynamic, real-time strategy oversight.
- Artificial intelligence and geopolitical volatility and disruption have put a premium on agility, resilience, and adaptability in strategy execution.
- Judging whether long-term strategy should be revisited rather than calibrating its execution, and bringing the board along, is a core leadership competency for CEOs.
Disruption and uncertainty have fundamentally altered the business landscape, rendering the traditional five-year strategic plan a concept of the past for some businesses. As volatility tests even the most prepared organizations, boards are being called to move beyond high-level oversight and into a more dynamic, real-time engagement with management's strategy execution. This shift requires a sophisticated balance of linking risk to reward, challenging long-held assumptions, and fostering a culture of agility that can withstand the compounding pressures of artificial intelligence and shifting global powers.
By focusing on integrated performance indicators and the transformational potential of agentic AI, directors can help ensure their organizations remain competitive in a landscape where speed is a primary advantage. Understanding these evolving expectations is no longer optional for those tasked with governance; it is the cornerstone of effective leadership in a fragmented and unpredictable world.
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John H. Rodi is coleader of the KPMG Board Leadership Center.
Patrick A. Lee is a senior advisor with the KPMG Board Leadership Center.
KPMG is a NACD strategic content partner, providing directors with critical and timely information, and perspectives. KPMG is a financial supporter of the NACD.
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