How to keep your board adaptive in 2026

How to keep your board adaptive in 2026 – Core corporate governance advice for staying ahead of the curve in another busy year. 

Unbelievably, we’ve passed the midpoint of the 2020s decade, and there’s no denying that the landscape for business leaders has become incredibly volatile. Pre-2020 playbooks haven’t worked for years, and the only plausible strength to replace them is adaptability. In other words, those who pivot fast and handle challenges on multiple fronts will be the ones who succeed the most. 

You’re probably familiar with the biggest business challenges of the decade already:

• Post-COVID issues, such as inflation and supply chain issues
• Geopolitical crises; Gaza and Ukraine are often the most newsworthy examples, while other conflicts continue to rage across the globe. 
• Geopolitical tensions; economic sanctions are increasingly common, and businesses have to make sudden shifts in order to comply.
• Tariffs that render tried and tested business models obsolete
• Increasing regulations in areas like AI, sustainability and financial control.

Staying adaptive is often one of the core pieces of advice for business leaders, but in this kind of chaotic decade, it matters now more than ever. Here are some tips to keep your team of directors at the top of their game:

Don’t let board meetings be the first time you hear about a news story that will have a big impact on your business. Good directors are always ahead of the curve, consuming relevant news on a weekly, if not daily basis. Ensure that significant events from the markets and politics come as little a shock as possible, and if you’re going to be shocked, ensure it’s before a board meeting, so you can arrive armed with discussion points and solutions. 

A good example here is AI – the innovation that produces another milestone every few months, rendering previous work obsolete and introducing brand new risks and opportunities. If you read about it ahead of time, you’ve taken the crucial first step to staying in control.

It is more essential than ever that your board remains committed to the “open mind” concept. It’s a cultural issue more than anything else; you need to create an environment where all ideas are welcome and given the time they deserve. This goes double for chairs – the people who shape the format of board meetings and have a massive impact on how discussions operate.

In a statement, Nasdaq said it wants to “work with our companies to implement this new listing rule and set a new standard for corporate governance.”

“These rules will allow investors to gain a better understanding of Nasdaq-listed companies’ approach to board diversity,” said SEC chair Gary Gensler in a statement.

Remember that being a director doesn’t mean you’ve reached the end of your training. This chaotic decade creates a lot of moving targets that you’ll need new skills to hit. Rather than ignoring it, it’s a good idea to ensure you explore dedicated governance training pathways to ensure you know your way around new issues like AI and geopolitical risk.

It remains very easy to slide into a tick-box culture without even realising it at first. If you find that multiple board meetings have come and gone, largely focusing on procedure rather than exploring new challenges and opportunities, then you’re probably settled comfortably into some kind of tick-box setup. 

In 2026, ensure that you avoid it at all costs. The most successful boards have completely rejected the tick-box culture. They view regulations as a launch pad, market challenges as opening new avenues for success. Yes, your board should always focus on compliance, but it should never end there. Prioritise outcomes that count for your stakeholders.

In 2026, the “best” board is no longer the one with the most experience, but the one with the highest learning quotient. By staying informed, fostering an open culture, ensuring the organisation is ready to pivot, and treating compliance as a strategic asset rather than a chore, boards can do more than just survive the volatility—they can lead through it.