Is Your Board Technology-Engaged?

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テクノロジーが変化の重要な原動力であることは明らかで、大企業の取締役会は、テクノロジーに対してより戦略的な焦点を当てる傾向にあります。貴社の取締役会はその流れに乗るべきでしょうか。

2022年のフォーチュン100社の調査報告によると、過去10年間で単独のテクノロジー委員会が著しく増加し、2021年よりも増加しています。テクノロジー委員会を設置している取締役会の数は、2012年には7社、2021年には25社、2022年には36社となっています。

なぜ取締役会はテクノロジー委員会を設置するのでしょうか。取締役会が確認すべき6つの重要な質問と合わせて、テクノロジーの機会とリスクを検討する取締役会の有効性について解説します。

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Often the agenda of the full board is so crowded that it is not possible to give technology topics sufficient attention. In such instances, the board may delegate its oversight role to one or more standing committees. This decision may involve the following actions:

Assigning aspects of technology oversight to one or more of the strategy, finance, investment, audit and risk committees. When delegating technology oversight responsibilities to one of more existing committees, the board should assess whether other items on each designated committee’s agenda may result in overload. If so, the technology conversation assigned to it may receive short shrift.
Creating a stand-alone technology committee. If the technology discussion is of such a complex and specialized nature, a more focused conversation may be needed to enable long-term strategic thinking on the implications of technology trends for the business. These committees can take different forms as the specific areas of focus may vary by organization, so the no-one-size-fits-all caveat applies. A decision to form a technology committee implies that directors with the requisite qualifications are available to sustain it.

The bottom line: Regardless of the approach taken to engage management on technology matters, every director should be technology-engaged.