Board composition matters. The experience, independence, judgment and perspectives around the table influence how effectively a board challenges management, oversees risk and contributes to the organisation’s long-term direction.
of directors say board composition and succession planning are the areas where their boards need the most improvement.
Source: EY Center for Board Matters, published by the Harvard Law School Forum on Corporate Governance. As cited on EMA Partners Greece ↗
An appointment brings more than another individual profile to the table. It should add the capabilities and perspectives the board needs for what comes next.
EMA Partners supports organisations in strengthening board composition, assessing collective effectiveness and planning succession in line with their strategy and governance priorities.
A director’s value is best understood in the context of the full board. We consider the experience and perspectives already present, the organisation’s priorities and the contribution a new member needs to make.
The brief brings together relevant sector understanding, professional experience, independent judgment and the ability to contribute constructively. Chair and committee responsibilities require particular attention to the context of the appointment.
A focused search explores candidates whose capabilities match the appointment and complement the wider board. The aim is a thoughtful balance of experience and perspective, with clear attention to the requirements agreed with the client.
An assessment should lead to a focused discussion about what the board does well and what needs to change. The resulting priorities can guide development, committee responsibilities and future appointments, with clear ownership and follow-up.
We help boards consider future skills, director tenure, chair and committee transitions and potential leadership gaps. A forward view connects planned renewal with the organisation’s strategy, while preparing for unexpected departures.
A board’s needs evolve with the organisation. Each appointment is an opportunity to consider the experience, independence and judgment required for the challenges ahead.
Three connected perspectives on the board’s contribution, today and over time.
A search starts with the board’s strategic responsibilities and the capabilities already around the table. We help define the contribution required from a chair, independent director or committee member, with attention to experience, independence, judgment and constructive challenge.
Board assessment considers more than individual credentials. It explores the quality of discussion, the balance of support and challenge, the flow of information and the effectiveness of committee work. The scope is agreed with the client, with confidential input and a clear connection to the board’s priorities.
Succession planning brings together future capability needs, potential transitions and the time required to prepare. We help boards consider chair, committee and director succession alongside CEO continuity, distinguishing planned renewal from readiness for an unexpected change.
Assessment findings can inform a focused set of actions: clarifying responsibilities, improving board practices, strengthening capabilities or revisiting the composition and succession plan. Regular review helps keep that agenda relevant as the organisation evolves.
Discuss your board’s prioritiesA board's contribution depends on how its members work together, the questions they ask and the information available to them. Considering those conditions can make a review more useful than an inventory of individual credentials.
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Read publicationWhether you are appointing a senior executive, strengthening your board or addressing a broader leadership challenge, we welcome a confidential conversation.
