Skip to content

15 February, 2026

  • Saved Articles
  • My Account
  • Subscribe
  • Log In
  • Log Out

Board Agenda

  • Governance
  • Strategy
  • Risk
  • Ethics
  • News
  • Insight
    • Categories

      • View all
      • Governance
      • Strategy
      • Risk
      • Ethics
      • Board Expertise
      • finance
      • Technology
    • board decisions

      How to take decisions in uncertain times

      Instability is no longer a temporary disruption but a permanent state, so boards must govern...

      ethnic diversity FTSE 350

      Are US anti-DEI policies affecting global boards?

      Chairs must be alert to the issues raised by a shifting picture in diversity, equity...

      mindset

      Transformation begins with board mindset

      Boards cannot lead meaningful change without being prepared to examine and adjust how they think,...

  • Comment
      • View all
    • mindset

      Transformation begins with board mindset

      Boards cannot lead meaningful change without being prepared to examine and adjust how they think,...

      growth in a volatile year

      5 strategies for growth in a volatile year

      A survey of the C-suite in Europe reveals the practical and pragmatic approaches being taken...

      audit reform

      This is the worst time to abandon audit reform

      High-quality audit, accurate corporate reporting and strong governance give investors confidence and help companies operate...

  • Interviews
      • View All Interviews
      • Podcasts
      • Webinars
    • ethnic diversity FTSE 350

      Are US anti-DEI policies affecting global boards?

      Chairs must be alert to the issues raised by a shifting picture in diversity, equity...

      2026 OUTLOOK

      Are you ready for 2026?

      Buckle up: it looks like boards are in for a turbulent time. We interviewed key...

      sustainability report audit

      Thinking of sidelining sustainability? Think again

      Boards that embed sustainability into strategy will be ready to face today’s complex environment, the...

  • Board Careers
      • View All
    • female CEO

      Number of women in leadership stays unchanged

      In 2021, there were only eight female CEOs in the FTSE 100—a figure that is...

      female NED

      UK female non-executives earn £73k less than male NEDs

      Although the UK’s average gender pay gap on boards is shrinking, it is still one...

      directors duties

      3 top tips on directors’ duties

      When directors fall short of their responsibilities, the consequences can be devastating. How can board...

  • Resource Centre
      • White Paper Downloads
      • Book Reviews
      • Board Advisory & Corporate Services
    • Governance Outlook 2026: Governance in transition across Asia-Pacific

      Diligent partnered with the Governance Institute of Australia and the Singapore Institute of Directors for...

      Allianz Risk Barometer 2026

      Allianz Risk Barometer 2026

      For this report, Allianz sought the views of 3,338 respondents from 97 countries and territories,...

      forvis mazars ceo 2026

      C-suite barometer: outlook 2026

      Forvis Mazars collected the views of more than 3,000 C-suite executives across 40 countries, for...

  • Events
  • Search by topic
    • Governance
    • Strategy
    • Risk
    • Ethics
    • Regulation
    • ESG
    • Investor Relations
    • Careers
    • Board Expertise
    • finance
    • Technology

Board packs too large and ‘backward-looking’, says research

by Lucy Trevelyan on December 19, 2017

Board packs are too backward-looking, internally focused and time-consuming to produce, according to research by ICSA: The Governance Institute.

documents, business papers, board packs, board papers

Photo: Shutterstock

Favorite

Board packs are too backward-looking, internally focused and time-consuming to produce, according to a recent survey of governance professionals.

The report—Challenges to Effective Board Reporting, by ICSA: The Governance Institute and Board Intelligence—also suggests that the size of board packs is an obstacle to effective oversight and prevents board members from engaging in forward-looking and strategic conversations.

Indeed, 74% of respondents said that their board packs are bigger than necessary. This figure rises to 85% for the largest organisations (those with a turnover of more than £500m), where board packs average more than 250 pages per meeting—or in excess of 2,000 pages a year for main board meetings alone.

“Too often they are dominated by inward and backward-looking detail, rather than the sort of information that will help the board to plan its future strategy.”

–Jennifer Sundberg, Board Intelligence

Some 68% of respondents overall and 86% of the smallest organisations (those with a turnover of less than £10m) said board packs are too focused on operational rather than strategic issues, while 59% overall and 71% of small organisations feel they are not sufficiently forward-looking.

Jennifer Sundberg, co-CEO of Board Intelligence, said the purpose of a board pack is to enable boards to discuss the important issues and take the decisions that have a bearing on the long-term success of their organisation.

“However, this research suggests that in many organisations board papers are a barrier to such discussions, rather than an aid,” she added. “Too often they are dominated by inward and backward-looking detail, rather than the sort of information that will help the board to plan its future strategy.

“Furthermore, the sheer volume of information that board and committee members are presented with makes it unlikely they can read it all, let alone absorb it or pick out the key issues.”

Peter Swabey, policy and research director at ICSA, said his organisation plans to develop a tool that will enable organisations to assess the length and balance of their board packs and identify ways in which they can be improved.

“We will also be producing guidance to help company secretaries and other governance professionals to address some of the challenges identified by this research,” he said.

  • Facebook
  • Twitter
  • Google+
  • LinkedIn
  • Mail

Related Posts

  • IoD: Don’t make audit committees accountable for ESG reporting
    September 8, 2023
    IoD governance

    The Institute of Directors says the FRC proposal on board governance means ‘lines of accountability will be blurred’.

  • Diligent launches its third Modern Governance 100 awards
    July 1, 2021
    Diligent Modern Governance 100

    This year's awards feature six new categories, including ESG & Diversity Trailblazer, Outstanding Community Ally and Cyber Risk Leader.

  • Board effectiveness in the new world of work
    April 21, 2022
    Boardroom at sunrise

    Boards should use this post-pandemic period to reflect and reinvent themselves and their working practices.

  • How to chair the board more effectively
    November 15, 2022
    effective chair

    As boards respond to pressure for immediate results and compliance, a smart chair can help directors to focus on strategic, long-term success.

Search


Follow Us

Most Popular

Featured Resources

wef global risks 2025

The Global Risks Report 2025

The 20th edition of the Global Risks Report reveals an increasingly fractured global...
Supply chain management cover

Strategic Oversight in Supply Chain Management: A Guide for Corporate Boards 2025

Supply chains have become complex, interdependent and opaque and—according to research...
OB-Cyber-Security

Cyber Security: What Boards Need to Know

Maintaining firewalls, protecting servers and filtering malicious emails rarely make...

C-suite barometer: outlook 2025 - UK insights

Forvis Mazars draws UK insights from its global study and looks at UK executives’...

The IA’S Principles Of Remuneration 2024 2025

This guidance from the Investment Association is aimed at assisting remuneration...
Diligent 2024 leadership tech cover

Leadership, decision-making & the role of technology: Business survey 2024

This research report by Board Agenda and Diligent sheds light on how board directors...

Director Reference Guide: Navigating Conflict in the Boardroom

The 'Director Reference Guide' on navigating conflict in the boardroom provides practical...
Nasdaq 2024 governance report cover

Nasdaq 2024 Global Governance Pulse

This Nasdaq survey gathered data from more than 870 board members, executives, and...

Becoming a non-executive director (4th edition)

Board composition is the subject of much debate, while the role of the non-executive...
art & science brainloop new cover

The Art & Science of Creating an Effective Board

Boards are coming under more scrutiny and pressure than ever before from regulators,...
SAA First time NED guide

First Time Guide for Non-Executive Directors

The role of the non-executive director has never been more vital: to advise, support,...

SUBSCRIBE TODAY

Stay current with a wide-ranging source of governance news and intelligence and apply the latest thinking to your boardroom challenges. Subscribe


  • Editors & Contributors
  • Editorial Advisory Board
  • Board Advisory & Corporate Services
  • Media Marketing Solutions
  • Contact Us
  • About Us
  • Board Director Network
  • Terms & Conditions
  • Privacy Policy
  • Cookies

Copyright © 2026 Questor Media Group Ltd.

  • Terms & Conditions
  • Privacy Policy