安永未来研究委员会第一部分

Part I Foreword and global brands, I have had regular connections with very impressive C-suite and boardmembers. I have seen how the most pressing matters for discussion have changed overtime and gained a robust understanding of governance ecosystems and evolving ways ofworking. I found myself wondering whether boards needed to reimagine themselves to bemore strategic, future-looking or whether the traditional approach weathers the storms ofchange. Curiosity took this wonder into action, and the result is this research.Engaging with some of the world’s largest companies’ nonexecutive directors, who enhance effectiveness, exercise foresight, encourage independence, engineer simplicityand employ AI.With 35% of the research group feeling that the existing ways of governance are not sustainable in the future, and a further 47% believing they are only somewhat sustainable,it does feel like boards need to be taking action today, whether groundbreakingtransformative leaps of faith or more gentle moves to remain agile.My thanks to everyone who participated in this research; your insights relating to the collectively serve on 90 boards and represent multiple sectors, has generated significantinsights — grounded in real experience — into aspects of governance. We also soughtthe views of EY and non-EY individuals with a particular area of expertise related tothis research. What we found was a burning platform for change from some “It will lastuntil, like Rome, it burns up” and whilst this view of a current model under strain was feltless passionately by others, the prevailing sentiment was challenging the status quo isa necessity to find improvements to be made today, and over the next couple of years.Key challenges for the Board to address that regularly surfaced during interviews includedfocusing on risk mitigations through compliance rather than proactively seeking valuecreation and the need to engage with management in strategic dialogue when it comes toM&A transactions or preparing for CEO succession.The generosity of our research participants meant we were also able to develop a six-stepagenda for reimagining governance — and, like with most things, there was a common immediate to three year timeline have created a valuable — and practical — read and thepotential of a lasting legacy of change. I also look forward to reading Part II, which is dueout early 2026 by EY Global Center for Board Matters. EY will present its perspective forthe 3–10 year timeline, discussing how to reinvent the board ‘beyond the horizon’. Assurance Lead thread of artificial Intelligence across the agenda. Each step clearly articulates currentstate and challenges, and a set of practical actions to implement. And just as today’schallenges faced by organizations are multifaceted and interconnected, so too are the Tiffany Bachmann, EY Global Assurance Value and Distinctive Client Experience Leader; andJohn de Yonge, Director, Business and CxO Insights, Ernst & Young LLP.Like this bridge, our research found two distinct paths when it came to what should orshouldn’t be done to reimagine governance models. Board directors signal a growing need to reimagine thecurrent governance model About theEY Board of the FutureresearchThe research presented in this report was inspired by the observation — gained through formal and informal EY board interactions — that many nonexecutive directors find aspects of governance increasingly difficultTo explore the sustainability of the current governance model, the EY organization conducted in-depth ofthe largest global listed enterprises for theEY Board of the Future studyreveal a governance model under strain — calling into question whether itcanbe sustained — but also an actionable agenda for change.Most study participants report being overloaded and struggling to maintain rapidtechnological innovations, geopolitical disruptions and intensified scrutinyfrom a broader range of stakeholders.With the current model rooted in the status quo, boards frequently find it hardinterviews with 21 nonexecutive directors serving on the boards of some of the world’s largest companies,with aggregate revenues of US$1.9 trillion and a market capitalization of US$2.3 trillion. Most are partof the Fortune Global 500. This group of companies represents multiple sectors, including automotive, consumer products, retail, mining, financial services, energy, aerospace and telecommunications.Our interviewees serve on a total of 90 boards. As a result, this report offers a “voice of the director” to match the strategic and operational tempo and scale of global business.These factors threaten the efficacy and sustainability of governance oversightand stewardship.Without new modes of governance, we face growing risks of severe governancesystem failures, missed strategic opportunities and disruptive upsides, as well as comprehensive oversight across vast, multimarket operations and to findsufficient time for critical strate