Decision-making tool
The decision-making tool can be downloaded in Word format to help you make decisions that are both…
Creating meaningful reports for the board
Many boards say they are not receiving the reporting they need, but it can be difficult to pinpoint what is missing. Reports often become lengthy updates on activity, operational detail, or meeting summaries. While this information may be useful for management, it does not always help the board fulfil its governance role.
Boards need insight, not just information.
Effective board reporting helps directors understand what is happening in the organisation, what it means, and whether action or oversight is required. The goal is to support informed governance discussions rather than overwhelm the board with detail.
For CEOs, this means shifting reporting away from describing everything that happened and toward highlighting the meaning and implications of what happened.
Strong board reports typically answer three core questions:
What happened
Key developments, outcomes, or changes relevant to strategy, performance, or risk.
What it means
The implications for the organisation, including emerging risks, opportunities, or shifts in the environment.
What has changed
How the organisation has responded or adjusted as a result.
This approach helps directors focus on the issues that matter most. It also creates more productive board discussions and ensures the board’s time is spent on strategy, performance, and oversight rather than operational detail.
Clear reporting expectations also make life easier for management. When the purpose of board reporting is well defined, staff can focus on producing concise reports that highlight insight rather than compiling large volumes of activity updates.
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