As we enter 2026, corporate directors face pressure from every direction; economic uncertainty, technological disruption, geopolitical volatility, and evolving stakeholder expectations.
So what does 2026 require? High-performing boards treat the first 90 days not as a reset, but as a runway.
Execution Is the New Differentiator
There is good news. When disruptive forces hit all competitors equally, execution becomes everything. Poor execution of brilliant strategy will lose out to mediocre strategy executed flawlessly.
The takeaway? Board governance must shift from periodic check-ins to continuous, disciplined oversight.
The numbers tell the story: 60% of directors view oversight of strategy execution as their top improvement area, far higher than strategy development itself.[1] Cascading multiyear planning cycles are dead. In 2026 boards that ensure corporate strategy adapts in real time whilst maintaining disciplined execution will win out. But agility without leadership readiness is just chaos.
“The Principle of Priority states (a) you must know the difference between what is urgent and what is important, and (b) you must do what’s important first.”~Steven Pressfield, The War of Art
Ask the Hard Question Now
The beginning of 2026 presents boards with a crucial window to evaluate one critical question: are the people in your key leadership roles prepared to execute strategy that moves in new directions, or will they be content to protect the status quo?
Past performance isn’t enough. Every candidate on a CEO shortlist has already delivered extraordinary results. Leadership assessment must probe deeper: does your C-suite demonstrate strategic breadth, enterprise stewardship, governance best practices, and the emotional intelligence to navigate volatility? Do you see your leaders as bigger than their functions?[2]
Its important to go deeper than the C-suite. More than 40% of directors now spend increased time with senior management below the executive team.[3]Why? Because that’s where you see the talent pipeline, spot emerging challenges, and discover where initiatives get stuck. This deeper engagement reveals whether leaders will engage in the “silo busting” necessary for genuine transformation or whether they’ll cling to comfortable territories.
Succession Planning Cannot Wait
CEO succession planning is now the most important board practice requiring improvement. More than one-third of directors say it’s their top priority. Yet many boards still fumble the fundamentals: aligning succession with strategic needs.
Here’s what boards miss: succession is not meritocratic. Executive performance is no longer performative but purely executable. Keynote speakers are nice to have, but leadership readiness is a constantly moving attribute.
What separates those who rise to the top? Three key attributes:
- cross-functional experience proving enterprise trade-off capabilities
- confidence when handling visible high-pressure pivots like turnarounds or integrations
- board-facing work where directors evaluate judgment under ambiguity.
The takeaway? The best succession processes involve continuous dialogue about evolving leadership capabilities, not rushed decisions when vacancies emerge.
Start those candid boardroom conversations now to be ready for 2026.
Close the Strategy-Performance Gap
Strategic alignment requires clear, organisation-wide metrics for technology investments, workforce capabilities, and growth initiatives. Nearly half of boards track growth-focused performance metrics. The other half are flying blind.
The AI investment gap exposes the risk. Three quarters of organisations surveyed expect AI to factor into 2026 growth strategies, yet most report only slight or moderate success in achieving operational efficiencies.[4] This strategy-performance gap demands active board monitoring. Ask management: Has AI improved core products? Which processes are being redesigned? What are the success thresholds? Are we terminating underperforming initiatives with sufficient rigour?
Directors have identified the top three internal barriers to growth: insufficient organisational agility, shortages of skilled employees, and lack of workforce adaptability. These aren’t minor concerns. They’re fundamental questions about whether your organisation can adapt quickly enough to survive.
“Leadership is not like running a dealership. A dealership aims for profits, but leadership prioritises impact.”~Gift Gugu Mona, The Effective Leadership Prototype for a Modern Day Leader
Actions for Board Effectiveness
Immediate Assessment Actions (Days 1–30):
- Conduct structured leadership assessments using both quantitative and qualitative inputs, evaluating not just past performance but strategic breadth and enterprise thinking
- Review and update succession plans for the CEO and C-suite roles, ensuring alignment with the organisation’s strategic direction and emerging needs
- Assess board composition against the skills required for 2026’s challenges – AI oversight, geopolitical navigation, sustainability strategy, and evolving trade policy
- Audit board agenda allocation to ensure sufficient focus on growth discussions and strategy execution, not merely compliance and reporting
- Schedule increased touch-points with senior management below the C-suite to gain visibility into the talent pipeline and operational realities
Ongoing Strategic Actions (Days 31–90):
- Establish clear performance metrics for technology investments, workforce transformation, and other growth initiatives, with regular reporting cadence
- Increase strategic discussions between formal board meetings, moving from quarterly reviews to continuous dialogue on execution
- Define success thresholds for major initiatives, particularly AI pilots and technology transformations, with explicit decision points for scaling or terminating projects
- Clarify the board’s role in oversight versus operational involvement, ensuring disciplined governance without micromanagement
- Strengthen one-to-one relationships between directors and executive leaders, building the trust and candour required for effective strategic advising
- Evaluate director performance and board effectiveness using leading-practice assessments, addressing any skill gaps or dynamics issues identified
Who’s earning their board seat?
Barely a third of directors express strong confidence that their boards possess the skills to support organisational growth. Over half think their boards “probably” have the right skills. Fourteen per cent acknowledge they probably or definitely do not.[5]
There’s an even more shocking statistic. 93% of executives want someone on their board replaced.[6] Expectations are rising, execution is king, directors who rest on past expertise may find themselves disposed of.
Chief executives increasingly look to boards as strategic advisors for nuanced expertise, real-world experience, and valuable networks. Hence, boards must build capacity to provide rigorous oversight whilst serving as strategic sounding boards. 20% of directors have flagged director education and board succession planning as 2026 priorities.
The takeaway? Every director needs to be earning their seat through continuous learning and expanding their strategic viewpoint.
The Runway Is Clear – Are You Ready For Take-off?
2026’s success stories will be companies whose boards lean in, probing execution, asking tough questions about progress and impact, and ensuring C-suite collaboration delivers measurable results. The first ninety days offer the most important opportunity to set this trajectory.
Leadership readiness isn’t a destination; it’s a commitment. Boards that use this window to assess capabilities honestly, align with strategic priorities clearly, and prepare leadership teams comprehensively will turn uncertainty into opportunity.
Sources
[1] https://www.nacdonline.org/all-governance/governance-resources/governance-research/outlook-and-challenges/2026-governance-outlook/boards-shift-their-focus-to-execution
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[2] https://www.forbes.com/sites/rodgerdeanduncan/2025/12/10/the-sometimes-hidden-qualities-boards-want-in-their-next-ceo/
[3] https://www.nacdonline.org/all-governance/governance-resources/governance-research/outlook-and-challenges/2026-governance-outlook/boards-shift-their-focus-to-execution/
[4] https://www.nacdonline.org/all-governance/governance-resources/governance-research/outlook-and-challenges/2026-governance-outlook/boards-shift-their-focus-to-execution/
[5] https://www.nacdonline.org/all-governance/governance-resources/governance-research/outlook-and-challenges/2026-governance-outlook/boards-shift-their-focus-to-execution/
[6] https://www.pwc.com/us/en/executive-leadership-hub/board-priorities.html
