The world is in flux. From geopolitical instability and currency shocks to climate disasters, AI-driven disruption, and social unrest, volatility is no longer episodic — it’s structural. For boards of directors in Africa and other emerging markets, this volatile environment presents a pressing challenge: Can we make fast, informed decisions when it matters most?
Decisiveness at the board level has become a strategic differentiator. Companies with agile, responsive boards are not only better at navigating crises — they’re more likely to emerge stronger.
Why Decisiveness Matters More Than Ever
Traditionally, boards have been seen as oversight bodies: deliberate, consensus-driven, and process-focused. While these traits ensure rigor and accountability, they can also slow down action when speed is critical.
In an era where a single tweet, cyberattack, or policy shift can erase billions in value overnight, inaction is no longer a neutral choice — it’s a liability.
Examples of Where Decisiveness Counts
- Crisis Response: Boards must quickly authorize emergency funding, operational pivots, or communication strategies.
- Strategic Shifts: Entering new markets, divesting underperforming units, or responding to disruptive competitors.
- Regulatory & ESG Pressures: Navigating sudden changes in environmental, governance, or human rights expectations.
- Talent & Leadership Decisions: Appointing or replacing CEOs, especially during periods of underperformance or scandal.
Barriers to Decisiveness at the Board Level
Several cultural and structural factors can inhibit decisive action:
- Overemphasis on Consensus: Waiting for every director to agree can delay urgent decisions.
- Limited Information Flow: Boards reliant on outdated or overly filtered data struggle to act fast.
- Boardroom Hierarchies: Strong voices can dominate discussions, while newer or diverse members stay silent.
- Infrequent Meetings: Traditional quarterly cycles are too slow for today’s crises.
Building a More Decisive Board: Key Practices
1. Adopt Agile Governance Models
Use ad hoc committees, virtual meetings, and fast-track approval processes for high-risk or time-sensitive issues.
2. Empower Subcommittees with Authority
Give finance, audit, or risk committees pre-delegated authority to act quickly within defined parameters.
3. Integrate Scenario Planning into Strategy
Simulate crises and stress-test decisions to build confidence and preparedness before real volatility hits.
4. Use Real-Time Data
Invest in dashboards and briefings that give directors timely insights — not just retrospective reports.
5. Cultivate a Culture of Constructive Dissent
Diverse, independent-minded boards that encourage challenge and debate are more likely to act boldly — and wisely.
The Role of the Chair: Catalyst or Bottleneck?
The board chair plays a pivotal role in shaping the board’s decisiveness. A strong chair:
- Knows when to accelerate or slow down decision-making.
- Encourages clarity over perfection.
- Facilitates rapid consensus when needed, without silencing dissent.
Three Questions Every Board Should Ask Today
- When was the last time we made a bold, time-sensitive decision?
- Do we have protocols for rapid response in times of crisis?
- Are we too focused on process at the expense of impact?
Conclusion: Decide to Lead, or Risk Being Left Behind
In the age of volatility, the most valuable boards are not just wise — they are decisive. They blend judgment with urgency, rigor with speed, and oversight with action. For boards in emerging markets, where uncertainty is often magnified, decisiveness is not just good governance — it’s survival strategy.
When the next shock hits, will your board be ready to lead — or still debating what to do?