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Future-ready or Falling Behind? ICDM Study Identifies Five\nImperatives for ASEAN Boards<\/p>\n
Future-ready or Falling Behind? ICDM Study Identifies Five\nImperatives for ASEAN Boards<\/p>\n
October 2, 2026 19:16 GMT+700<\/p>\n
ICDM logo<\/p>\n
ICDM\u2019s ASEAN Board Trends 2026\/2027 imperatives critical for future\nreadiness as technology, sustainability and business transformation\nreshape the governance landscape<\/p>\n
[From left to right: Nadia S. Hassan, Producer & Senior Broadcast\nJournalist, The Edge Communications Sdn Bhd, Jackie Mah,President &\nCEO, ICDM, Datuk (Dr) Yvonne Chia, Independent Non-Executive Chairman,\nPress Metal Aluminium Holdings Bhd, Tan SriZarinah Anwar, Chairman of\nthe Board, ICDM, Tan Sri Jamaludin bin Ibrahim, Board Director, ICDM,\nChen Chow Yeoh, Independent Non-Executive Chairman of Foodie Media,\nVivian Ko, Head of Research & Advocacy, ICDM, Zadil Hanief Mohamad\nZaidi, Chief Growth Officer(CGO), ICDM, Reza Ali, Director of AI Policy,\nAI Malaysia Berhad (National AI Office)]<\/p>\n
Kuala Lumpur (ANTARA\/ACN Newswire) -<\/p>\n
ASEAN boards are at a new inflection point shaped by their\nfuture-ready capability, agility and foresight to keep pace and lead\namidst the new reality of ongoing technological, geopolitical and\nbusiness transformation. Key findings from the latest ASEAN Board Trends\n2026\/2027: Future-Ready or Falling Behind? The New Test for ASEAN Boards\nstudy by Institute of Corporate Directors Malaysia (\u201cICDM\u201d or \u201cThe\nInstitute\u201d) suggests that the pace of change in the external environment\ncontinues to test the preparedness, competence, and agility of boards\nand governance frameworks, and the ability to support long-term value\ncreation. The report highlights a boardroom reality: Recognition is not\nreadiness.<\/p>\n
Insights from board directors and senior management leaders across\nthe region highlighted a high level and growing awareness of key\ngovernance priorities driven by ongoing geopolitical uncertainty,\ntechnological advancement, shifting stakeholder expectations and\norganisational transformation.<\/p>\n
However, the report also cautioned about the importance of\ndifferentiating awareness, recognition, and reinvention with readiness\nas change and volatility continue to accelerate, outpacing capability,\ngovernance, or organisational readiness.<\/p>\n
The 3rd edition of ICDM\u2019s ASEAN Board Trends Study surveyed 334 board\ndirectors and senior management leaders across eight (8) ASEAN\ncountries. Conducted under the ASEAN Institute of Directors (IoDs)\nNetwork initiative, the study was carried out in collaboration with the\nInstitute of Directors (VIOD), Singapore Institute of Directors (SID),\nInstitute of Corporate Directors Philippines (ICD Ph), Institute of\nDirectors Thailand (IoD Thai), Indonesian Institute of Corporate\nDirectors (IICD), Myanmar Institute of Directors (MIoD), Cambodian\nInstitute of Directors (Cam-IoD) and Darussalam Assets Sdn Bhd.<\/p>\n
While the 2024 edition emphasised board effectiveness and closing the\ngap between boards and management, the 2026\/2027 edition takes a more\nissue-centric approach, examining how boards are responding to an\nincreasingly complex operating environment and the growing need for\nspeed in governance. The study shows an evolution of board priorities,\nchallenges, and governance practices across the region.<\/p>\n
According to Jackie Mah, President & CEO of ICDM, the findings\nsuggest that governance and conversation around it has entered a new\nphase: \u201cBoards are operating in a new period defined by optimism and\ndisruption, requiring them to balance competing priorities and demands\nwithout sacrificing one future for another. Today\u2019s boards are being\ntested on how they anticipate and navigate the rapidly changing\nenvironment while managing the trade-offs. At the same time, they need\nto strike a healthy equilibrium between short-term demands against\nlong-term value creation outcomes, not just how well they oversee\nperformance and risk.\u201d<\/p>\n
She added, \u201cThe focus has quickly moved from strengthening board\neffectiveness, accountability and oversight to forward-looking agility\nthat translates awareness into readiness, at speed and scale. Whatever\nthe challenge or change, boards must ensure their governance practices,\ncapabilities and composition evolve at the same pace as the\norganisations they steward. Ultimately, the issue is not just whether\nbusinesses are transforming, but whether boards are transforming\nalongside them, and, with them, the necessary governance frameworks to\nbe effective.\u201d<\/p>\n
Against this backdrop, the report identifies five (5) boardroom\nimperatives that have implications, not only for governance\neffectiveness, but also for how organisations build resilience, sustain\ncompetitiveness and create long-term value. The findings underscore the\nimperatives for boards to strengthen their ability to close the gap\nbetween awareness and readiness to guide resilience, competitiveness and\nsustainable growth over the-long-term. The imperatives are:<\/p>\n
While financial discipline, operational excellence and business\ntransformation dominate organisational priorities, boards are\nincreasingly expected to anticipate disruption and shape long-term\nresilience. The findings suggest that immediate transformation pressures\nmay risk crowding out considerations such as sustainability, stakeholder\ntrust and other drivers of long-term value.<\/p>\n
Technology and innovation emerged as the leading area requiring\ngreater board attention (89%<\/p>", "url": "https:\/\/jawawa.id\/newsitem\/future-ready-or-falling-behind-icdm-study-identifies-five-imperatives-for-asean-boards-1790945469", "image": "" }, "sponsor": "Okusi Associates", "sponsor_url": "https:\/\/okusiassociates.com" }