Directors Know Their Boards Could Do Better
Only 33%
of directors see their board as an essential
tool for value creation
Board Intelligence, Board Value Index, Dec 2025
86%
say board processes contributed to a delayed, rushed or poor decision in the past six months
Board Intelligence, Board Value Index, Jun 2026
​
51%
of directors who would keep running evaluations see them as proof of governance, not a way to improve
Board Intelligence, Board Value Index, Dec 2025
42%
of boards haven't conducted an externalreview since Covid
BDO & Norman Broadbent, 2024
65%
of board members say succession planningrequires improvement
BDO & Norman Broadbent, 2024
45%
don't have formal processes in place toprovide feedback to NEDs
BDO & Norman Broadbent, 2024
Why Traditional Board Evaluations Fall Short.
Tick-box
Generic surveys generate data, not insight
Disconnected
Rarely linked to the specific competences of each director.
Observer-limited
A reviewer sees a few meetings. Directors see every decision.
Point in time
A snapshot that rarely tracks whether the board acted on its findings
No route forward
A poor guide to training, induction, succession and recruitment
Introducing Board Measures®
A board’s collective effectiveness is not determined by its composition. A financially expert NED does not, by itself, mean the board has shown strong financial governance. Board Measures® tests what the board achieves together against the competences it holds. A ratio far from 100% either way is a gap worth discussing
Diagnostic Approach: The Power of Correlation
What Your Board Receives
Top & Bottom 10 rankings
A prioritised view of where the board is strongest and weakest across every criterion.
Correlation factors
CE ÷ SA for each criterion, revealing both under-
used competence and over-confidence the board may not have recognised.
Clear recommendations.
Specific steps to raise collective effectiveness
through development, induction, succession and recruitment
A facilitated board session.
Your directors discuss their own data, against criteria they selected.
Intelligence that leads to action
Know where to focus. Know what to do next.
Put existing expertise to work.
Find where the board could make better use of the competence already around the table.
Test confidence in the board
Surface differences between perceived effectiveness and assessed capability before they become blind spots.
Target director development
Focus coaching, induction and development on specific gaps, supported by NicerAcademy and experienced mentors.
Make the next appointment count
Clarify the capabilities your board needs next, informing succession and recruitment priorities.
Strengthen your committees
Apply the same method to audit, risk, remuneration or nomination committees.
Track meaningful progress
Repeat the assessment each year or review cycle to see how the board is responding to its findings.
Strong individuals.
How strong a board?
Experienced directors are essential. Understanding how their capabilities, behaviours and perspectives translate into effective oversight is the next step.
We connect a deeper view of your people with a focused assessment of how your board performs together, against the demands of your strategy.
FOR BOARDS LEADING CHANGE
PE/VC-Backed Portfolio Boards
Test whether investor directors, chair and management can oversee the value creation plan. Baseline on investment, re-measure through the hold, evidence board strength
before exit.
Listed Co: FTSE 250, AIM, Aquis
Goes beyond the UK Code’s annual board performance review to test whether the board can lead strategy and change. Adaptable to the QCA Code.
Regulated Financial Services
Suitability under SM&CR and FCA, PRA or EBA requirements is the baseline. Test whether the board can also steer transformation with confidence.
