Navigating Disruption: Board Leadership in 2025 – Diligent GLC Fireside Chat
At the 2025 Governance Institute of Australia’s Governance Leadership Conference, delegates joined a fireside chat chaired by Andrew Amos, Regional Vice President, Diligent APAC, with Kathryn Fagg AC, Non-executive Director at National Australia Bank, Djerriwarrh Investments Ltd and Medibank Private Ltd. Their discussion explored the profound changes shaping governance: shifting organisational structures, the need for innovation, and the board’s role in risk oversight and succession planning.
The Changing Shape of Organisations
As Fagg and Amos noted, organisations are expanding across geographies and stakeholder groups, forcing boards to rethink governance models. Traditional structures are straining under global supply chains, demographic shifts, and new regulation. Oversight must now balance local responsiveness with global consistency.
The Diligent Institute’s research reinforces this, warning that risks multiply in unpredictable ways. Boards can no longer rely on static governance—they must embrace flexibility, supported by real-time information and scenario planning.
The Changing Shape of Organisations
As Fagg and Amos noted, organisations are expanding across geographies and stakeholder groups, forcing boards to rethink governance models. Traditional structures are straining under global supply chains, demographic shifts, and new regulation. Oversight must now balance local responsiveness with global consistency.
The Diligent Institute’s research reinforces this, warning that risks multiply in unpredictable ways. Boards can no longer rely on static governance—they must embrace flexibility, supported by real-time information and scenario planning.
Risk Oversight in a Shifting Landscape
Today’s challenge is not lack of information but its velocity. Cybersecurity, geopolitical tensions, and market volatility demand faster board responses. Risk oversight can no longer be confined to quarterly meetings.
Cyber risk illustrates this urgency. Though boards have addressed it for over a decade, the threat continues to escalate. Schindlinger notes it “just keeps getting worse,” underscoring the need for real-time dashboards and scenario planning.
Talent, Culture, and Succession
The panel also addressed the human side of governance: succession planning and culture. To remain future-fit, boards must prioritise diversity, renewal, and alignment with organisational purpose.
This extends beyond the boardroom. With nearly 60% of the workforce younger than millennials, culture and talent risks are now central to strategy. Boards must track workforce data, engage regularly with employees, and encourage innovation through mentorship and coaching.
For directors, this shift demands moving from compliance toward stewardship—helping organisations attract and retain talent capable of navigating disruption.
Geopolitics and the Boardroom
Both the discussion and research pointed to growing geopolitical volatility. As Schindlinger notes, political swings are becoming “more extreme,” complicating long-term planning.
Boards must forge stronger ties with government and industry, develop robust scenario plans, and prioritise employee safety alongside supply chain resilience. As Fagg and Amos underscored, the board’s role is not to predict every shock but to ensure the organisation can withstand them.
Looking Ahead
The fireside chat was both a warning and a call to action. Boards must innovate while protecting trust, stay agile without losing focus, and lead on culture while navigating global complexity.
Four themes are clear:
- AI and cybersecurity demand sharper oversight and expertise.
- Agility in governance is an operational necessity.
- Talent and culture risks require direct board attention.
- Geopolitical volatility will test resilience.
For boards willing to embrace these shifts, 2025 offers the chance to redefine governance leadership for the future.
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