Russell Reynolds Associates

Technology has become essential in how boards approach strategy, risk, and value creation. As AI transforms business models, decision-making, and competitive advantage, the demand for genuine technology leadership in the boardroom is at an all-time high. However, there is a notable disconnect: while nearly every company relies on technology, only a small fraction of board seats are occupied by individuals who have led technology initiatives at scale. Our analysis of 398 public company boards and over 3,400 directors worldwide reveals that: - 47% of boards have at least one director with senior technology experience - Only 8% of directors have led technology at true enterprise scale Tech executives who have transitioned to the boardroom consistently emphasize that impactful board participation involves moving from being a transformation operator to a governance steward, and effectively communicating in terms of performance, capital, and risk. For CIOs and CTOs contemplating this journey, the shift may be significant, but the opportunity is equally substantial. Read more here: The Path to the Boardroom for Technology Executives | Russell Reynolds Associates #CIO #CTO #TechnologyLeadership #CorporateGovernance #BoardOfDirectors #AIGovernance #Cybersecurity

Thanks to Andy Serwer for a great conversation on the Barron's podcast. We talked about Russell Reynolds Associates , how we support our clients, and how the top leadership roles are being reshaped in real time today. You can listen here: https://lnkd.in/gQhY6g25

I spent last week hosting CEO and board events with my incredibly talented and brilliant Russell Reynolds Associates ' colleagues in Hong Kong and Shanghai. It was the kind of trip that reminded me why getting on a plane (even for a VERY long time) is always worth it. The conversations were rich, the food was incredible, and the city of Shanghai itself was a revelation. The view of the historic Bund on one side of the river and an explosion of modern architecture on the other was breathtaking. Plus, as someone who considers slow walkers a personal affront, I felt immediately at home with the pace of life there. Not surprisingly, the conversations were grounded in the same topics as in the U.S. From Hong Kong and Shanghai to Silicon Valley and New York, boards are grappling with the same challenges, the same anxieties, and the same opportunities. Here are few key takeaways: 🌟 Reverse mentorship works. Having AI natives mentor board members is one of the smartest tools for closing the AI literacy gap. 🌟 AI fluency is everyone's job. We debated whether boards need a dedicated tech specialist. Where we landed: In 2026, understanding AI is a baseline expectation for every director, regardless of other areas of expertise. 🌟 Context is everything. The companies getting AI implementation right are the ones resisting the urge to apply a universal formula. What works for one organization may not be the right answer for another. And to show that the world is as small as ever, three people at my events were randomly business school classmates from my Class of 2004 at The Wharton School . Go, Quakers! Never underestimate your network. It is everywhere. A special shout out to Adelin Choy (the ultimate Julie McCoy of China and mastermind of these multi-city events), Cyril Chong , Jeffrey Cheng , Doris Bi and Rita Zhang (pictured). It was wonderful to reconnect with all of you. #tothetop