86% of directors admit their organisations have governance blind spots
New research from The Corporate Governance Institute (TCGI) finds most boards believe they must do more to address hidden governance weaknesses.
Internal governance weaknesses may now pose one of the most significant threats to organisational resilience, according to new research from The Corporate Governance Institute, which found that 86% of board directors believe their organisations must take further steps to address governance blind spots or deficiencies, based on a survey of 500 board directors and C-suite leaders across the UK and Ireland.
The findings, published in the whitepaper Boardroom Resilience in 2026: Independent Research Into Board Readiness, Risk and Strategy, suggest that many boards across the UK and Ireland are becoming increasingly aware of hidden vulnerabilities within their own governance structures.
Speaking on the findings, Ciaran Bollard, CEO of The Corporate Governance Institute, said:
“When 86% of directors admit their organisation has governance blind spots, it tells us something important. Many boards know they are not fully prepared for the risks ahead.
The danger is that these weaknesses often remain hidden until a crisis exposes them. While external risks such as cyber-attacks, economic instability and regulatory change often dominate board agendas, our research suggests that internal governance capability may represent an equally important challenge.”
Weaknesses in board composition, oversight structures and skills can create governance gaps that limit an organisation’s ability to anticipate and respond to emerging risks.
These governance weaknesses can undermine board oversight and strategic decision-making at a time when directors must navigate an expanding governance agenda that now includes cybersecurity threats, artificial intelligence adoption, ESG accountability and increasingly complex regulatory environments.
The report argues that internal governance weaknesses may in some cases be more dangerous than external threats, particularly when boards rely heavily on historic experience rather than continuously refreshing their capabilities.
Bollard continues: “The governance agenda has changed dramatically in recent years. Boards are now expected to oversee cyber risk, artificial intelligence and ESG accountability. If the board’s collective expertise has not evolved alongside those risks, oversight becomes weaker and blind spots inevitably appear.”
The findings also suggest that governance gaps can emerge when boards lack sufficient diversity of thought or when decision-making becomes overly comfortable. Without constructive challenge and varied perspectives around the table, emerging risks may not receive the scrutiny they require.
Bollard added: “Blind spots often develop when boards become too comfortable. If the same perspectives dominate the boardroom, difficult questions do not get asked and risks can sit in plain sight.”
The report suggests boards must take a more proactive approach to governance capability by regularly assessing whether their collective expertise matches the risks their organisations face. Tools such as board evaluations, skills matrices and strategic succession planning can help organisations identify capability gaps and strengthen board composition over time.
Bollard concluded: “The most resilient boards are not the ones that believe they have all the answers. They are the ones willing to confront what they do not know. Boards that ignore their blind spots risk discovering them the hard way.”
Notes to editors
About the Corporate Governance Institute
The Corporate Governance Institute (TCGI) believes that governance is a powerful force for transformation, innovation, sustainable growth, and real progress. By combining grounded expertise with practitioner-led experience, the Institute equips today’s most effective leaders, businesses, and boards to move far beyond compliance to unlock serious, strategic competitive advantage. Whether for individuals, teams, or organisations, TCGI brings sharp insights, fresh perspectives, and hands-on tools to drive long-term impact, build momentum, and make tough calls with confidence – in a world that won’t wait. Because good governance isn’t just about risk, it’s about readiness. With learners in 79 countries and courses independently rated as excellent, we’re a trusted global partner in leadership and boardroom success.
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