3rd Annual Global Governance Pulse
Discover key survey findings that will help board members, executives, and governance professionals understand key areas to focus their time and attention in 2026.
Nasdaq Governance Solutions surveyed board members, CEOs, executives, and governance professionals to surface perspectives on current corporate governance practices and priorities boards expect to shape the year ahead.
Review the survey results from over 700 respondents across organizations, regions, and industries, which highlight how practices are evolving across key areas: board composition and culture, board evaluations, board-management engagement, CEO oversight, meeting effectiveness, and strategy and risk oversight.
Key Findings
Board Succession Planning Focuses on Future Growth
Determining desired skills and competencies continues to be the key driver in board succession planning practices. Findings indicate that effective board functioning is supported by having the right blend of competencies.
The dominant approach to board refreshment is identifying critical skills for recruitment. Survey data emphasizes a need for board members with experience in AI and technology bolstered with industry experience and strategic development.
Boards are Divided on AI
There is a growing emphasis on the AI governance, particularly regarding its implications for growth and the evolving risk landscape. While survey respondents report discussing AI, it is notable that nearly 20% report that AI is not being discussed at the board level.
While only 8% indicate that their boards are actively using organization-approved AI tools, nearly half of respondents are evaluating AI tools for board work, seeking to uncover how these tools can improve governance workflows.
Boards Need Higher Impact Meetings
Survey findings indicate that boards would benefit from concise, forward-looking materials, clearer decision points, and the right balance of meeting formats that optimize engagement and efficiency, and stronger documentation of meeting actions.
These enhancements help board members more easily identify and understand the most critical information, improving preparation, discussion quality, and overall meeting effectiveness.
More Dynamic Board Evaluations Can Provide Greater Benefit
Of the respondents who conduct board evaluations, 56% are soley managed internally. This approach may limit candid feedback and actionable insights.
Expanded use of external facilitation, including interview-based processes, may result in more holistic insights and robust engagement, as well as clearly identified strengths and opportunities for improvement.
Healthy Board-Management Relations and Oversight are Critical
Strong board-management relations are key to promoting a culture of trust and transparency, aligning strategic priorities, and supporting the board’s understanding of future leader readiness.
While most survey respondents strongly agree that they have a healthy and engaged board-management relationship, important ongoing opportunities exist since 21% of boards still do not have a CEO succession plan. Engagement through formal board activities and social events build trust and provide exposure to a broader range of leaders, which is an important insight into management talent and succession planning.
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