Boards aren’t oversight. They’re leverage
Boards aren’t oversight. They’re leverage.
Good boards amplify leadership discipline. Weak boards dilute it.
PwC’s latest U.S. Board Effectiveness Survey shows the gap is widening:
→ 93% of executives say at least one director should be replaced.
→ Only 32% believe their board has the skills to navigate future risk.
→ More than half say boards spend too little time on capital allocation and CEO succession — the two decisions that shape enterprise value.
This isn’t about titles or tenure — it’s about torque.
Boards that behave like investors — setting clear expectations, enforcing accountability, and aligning incentives — turn governance into an alpha lever.
Boards that behave like committees drain it.
At Eagle Talon, governance is inseparable from leadership diligence. We ask:
→ Does the board sharpen or blunt CEO judgment?
→ Is capital allocation challenged with rigor — or rubber-stamped?
→ Are directors true operators — or passive observers?
Because behind almost every public-market failure sits the same root cause:
a board that confused attendance with oversight.
Governance isn’t compliance. It’s capital protection.
Which U.S. boards do you think are quietly underperforming their leadership mandate?
🔗 Source: Most US Executives Want to Remove at Least One Director