Take Control of Tomorrow’s Boardroom

In his NACD Directors Summit 2026^® opening address, NACD president and CEO Peter R. Gleason explores how boards can govern chaos, starting with a commitment to continuing education.

Some newsfeed, huh? That’s our world right now. Countless issues. All at once. All serious. That’s the reality of every director and every board today. It’s live. It’s fast-paced. Ambiguity abounds. And it’s been going on for too long to be viewed as temporary. 

That’s what we’ll be talking about over the next three days. We see the impact of the constant swirl of unnerving business issues. And we see the challenge of reacting to all this while technology is advancing in ways we never imagined and faster than we ever thought possible.

That’s why NACD is focused on putting you in the very best position to take control and to govern your organizations effectively through the chaos.

I’m thrilled you’re here to benefit from the learning and community that define NACD. Your presence today says a tremendous amount about your strength and integrity as leaders and about the seriousness with which you take your roles as directors. 

Directors around the world, including many of you, have raised a concern to me: that too many of your fellow board members aren’t doing enough to stay current. You’ve told me you want to see your entire board putting more time and effort into continuing education and I share that concern. Bottom line? You can’t govern what you don’t understand. 

The breakneck pace of change that we’re all living with requires continual learning. Every director around the boardroom table needs to be fully engaged. We know investors have been asking boards whether their directors are pursuing continuing education on artificial intelligence and cybersecurity.

So, this question continues to haunt me: Will directors who aren’t keeping up become a liability to the board?  Will they be equipped to meet their fiduciary duties moving forward? What’s the old saying, “a chain is only as strong as its weakest link”?

I recognize I’m preaching to the choir a bit right now; you’re all here putting in the work, and many of you were here yesterday as well. Now, the charge to you is: Can you take the lead in getting your fellow directors to do the same level of work that you’re doing? Your nominating and governance chair, lead director, or chair should determine and communicate where your board needs to focus and where some individual directors could benefit from further professional development. 

Think about bringing your fellow board members to programs like this and into these conversations. You can’t do the learning for them, but if there’s ever been a time to take control of the agenda and change how your board will remain relevant, it’s now.

So, let’s focus on why we’re here at Summit.

We’re going to get smarter; I’ve got over 200 speakers lined up to help with that. And we’re going to get ready for whatever’s ahead together. 

Let me start by telling you about three things we’re doing at NACD to make sure you’re well equipped for the future.

First, we have your back on technology. We continue to develop an incredible portfolio of resources to prepare and support you. Today, I’m extremely excited to announce that NACD and McKinsey & Co. are teaming up to elevate director tech fluency even further. We’ll deliver to you McKinsey’s best thinking on AI and tech strategy, with practical, hands-on guidance specifically for directors.

With the help of McKinsey and a growing list of the world’s leading technology companies, NACD is putting in place the right frameworks, the right trainings, and the right knowledge base—all highly specific and built around how boards actually work. The mission is to put you in the very best position possible to oversee new technology and give your management teams sharp input, whether you're facing a cybersecurity incident or a major AI investment. Stay tuned as we’ll be formally launching this in the coming weeks.

Second, we’re convening directors in key cities across the United States and globally on critical issues facing boards. This summer, I was in Argentina with directors from 26 countries, all facing the same geopolitical challenges you are.

A few weeks later in London, we convened directors from the United States, the United Kingdom, and Europe—along with economists, investors, and policymakers—to discuss technology, geopolitics, and regulation. Afterward, we followed up with Fortune 500 directors in New York where many reiterated the same concerns I heard globally.

The purpose of those gatherings was to broaden NACD’s understanding of what’s ahead. And we’re applying those insights across the organization to provide our members with optimal guidance, so you’re not making decisions in the dark.

Third, we’ve been conducting in-depth interviews to glean insights from across disciplines. Just a few weeks ago, I spoke with Shelly Palmer, a futurist and technology strategist who is also a director. You may have seen him at different NACD events over the past decade. The conversation was incredible, and if you’ve ever heard Shelly talk, it’s usually a little scary as well. We got into where AI is headed and I walked away thinking differently about what’s possible. 

What these efforts have been making crystal clear to me is that all of us will need to be forward-looking in new ways as we navigate what’s ahead. Nikki Greenberg—one of the futurists I’ve been talking with and who you’ll hear from here at Summit—captured that concept well when she said: “There has to be an element of bravery that comes in: Sometimes you do need to kind of throw the baby and the bathwater out together and realize that if you want to transform, you have to transform holistically. What got you here won't necessarily get you where you need to go.” 

Now it wouldn’t be Summit if I didn’t spend some time talking to you about our annual Blue Ribbon Commission report (BRC). Quite frankly, nothing prepares us for the future like the BRCs. 

This year, the commission took on a challenge that every board has: overseeing strategy execution.

Management has to constantly make decisions about resourcing—just to keep business running. When viewed alone, each decision usually makes sense. But add the multitude of decisions up over a year, and sometimes a company can end up somewhere the board never actually intended to go.

This year’s BRC gives directors the right questions to ask management along the way, so the board can spot strategic drift early and act on it, instead of finding out too late. You’ll hear more about the BRC this morning from our cochairs Dorlisa Flur and Jay Miller.

If I leave you with nothing else today, I want to be clear that it’s time for each of you—and your boards—to take control. You really have more power, especially over how you govern, than that vortex of doomsday headlines would lead you to believe. The question is: How do you take control?

Recognize your resources. Don’t overlook a single opportunity that NACD offers. It’s going to take active engagement from you and your entire board.

Make continuing education mandatory in your governance guidelines. Relying on experience from 10 years ago won’t cut it anymore. Take courses and bring along a fellow director. Dig deep on cybersecurity, AI, and all the current-day risks—because we're in a new age now. 

Engage with your peers and this community called NACD. You’ll get more from those person-to-person interactions than from reading a book or listening to a podcast. This is all about remaining relevant in today’s boardroom. 

My predecessor at NACD, Ken Daly, used to do something I’ve never forgotten. When he needed board approval on something important, he’d walk up to each member sitting at the table, look them directly in the eye, and ask them to affirm their vote out loud. Not nod. Not raise a hand. Say it. Sue, you agree? Yes. Bob, you agree? Yes. All the way around the table.

You said it. You own it. We move forward as the board and management together.

Each of you owns your role and responsibility. You’re here, so I know that you know that. But it’s not a one-person job. To be fully effective, it will take your entire board. And all of you have the power—and obligation—to positively influence full engagement among fellow board members. Together, you can control how you govern. It’s your duty as directors.

And as for NACD? We’ve been carrying the torch of excellence in governance for 50 years, and we’re laser-focused on preparing you for your future. In fact, in 2027, we’ll celebrate our 50th anniversary. You’re why our work matters. Together, as we step into an utterly new kind of future, we’ll be ready for what’s ahead.