An effective board pack is more than just a collection of documents. It is the foundation of informed decision-making and strong governance. In a recent conversation with Dr Bhaskar Dasgupta, Chair of our Middle East and India boards, Christiane El Habre, Regional Managing Director, and Scarlett Brown from Board Intelligence, we explored the role of the board pack and why it warrants strategic attention in 2025 and beyond.
Why board packs matter
Board members are not involved in daily operations, which makes the board pack their primary window into an organisation’s health and direction. According to Bhaskar, the board’s ability to govern effectively depends on receiving clear, relevant, and timely information. From a CEO’s perspective, Christiane highlighted the board pack as a vital alignment tool. “The board is our co-pilot,” she noted. These documents help track progress, resolve outstanding issues, and reinforce discipline across functions such as finance, compliance, sales, and risk.
What makes a good board pack?
A strong board pack should:
- Offer a comprehensive view of the organisation
- Prompt strategic discussion, not just data sharing
- Deliver actionable insight without overwhelming the reader
- Be timely, consistent, and adaptable
Scarlett noted that many companies struggle with unfocused and overloaded packs. Common issues include information overload, poor strategic framing, and unclear expectations of board members. Research by Board Intelligence showed that two-thirds of board members consider their packs ineffective.
Building a high-impact board pack
A strong board pack starts with a clear framework. The following principles can help guide preparation:
- Focus on what matters: Align content with strategic goals and remove outdated or irrelevant material.
- Encourage critical thinking: Structure reports around key questions: What happened? Why? What now?
- Communicate with clarity: Use executive summaries, be concise, and address both achievements and risks.
Brown shared that Board Intelligence’s tools help authors apply this approach by encouraging structure and accountability.
Why it takes time
Christiane pointed out that it can take 12 to 18 months to create a board pack that consistently meets expectations. This requires accurate, reconciled data from across departments, alignment with strategy, and regular updates. It is a team effort that must adapt alongside the business itself.
A cultural shift
Bhaskar compared the board chair’s role to that of a caretaker, ensuring the board pack remains relevant, focused, and of high quality. He emphasised that effective board materials reflect not just regulatory compliance, but a culture of strategic discipline and leadership.
Best practices for 2025
- Plan your agenda with purpose. Start with the most strategic priorities before addressing routine updates
- Plan the agenda to focus first on strategic priorities, then routine matters.
- Share packs at least one week in advance. Late delivery may reflect deeper organisational issues.
- Use executive summaries to highlight key matters for quick review
- Link all data points and issues to long-term strategy and value creation
Board packs are not administrative checklists. They are critical tools for enabling good governance, supporting executive teams, and protecting organisations in complex environments. In 2025, it is time to treat them as central to the work of the board.
Webinar OnDemand | Setting your board up for success in 2025 with an effective board pack
Watch the webinar on demand! Discover how to create board packs that consistently deliver impact, drive effective decision-making, and enhance overall board performance.
