Boards aren’t bureaucracy. They’re leverage
Boards aren’t bureaucracy. They’re leverage.
Good governance amplifies leadership discipline. Weak governance hides its decay.
McKinsey’s research draws a clear line between oversight and impact:
→ Only 11% of public-company directors say their boards have a “very high impact” on value creation.
→ Among PE-backed companies, that number rises to 47%.
→ Why? PE boards spend 21% more time on strategy and capital allocation — not on process for its own sake.
The takeaway: most public boards don’t need more meetings.
They need to focus relentlessly on creating shareholder value, not checking procedural boxes.
When boards stay anchored on CEO performance, capital deployment, and the trade-offs that drive outcomes, value compounds.
When they don’t, alignment fades — and investors absorb the cost.
At Eagle Talon, we evaluate governance as part of the leadership equation:
→ Board composition and independence
→ Chair–CEO relationship
→ Incentive alignment
→ Succession readiness
Because even great CEOs need structure that helps them scale effectively — minimizing errors before they multiply.
Governance provides that structure.
👉 How well aligned are a company’s board, leadership, and strategy in driving long-term value creation?
🔗 Sources: How Public-Company Boards Can Thrive
Five Ways to Increase Your Board’s Long-Term Impact