Turning recommendations for improving board effectiveness into action

From insight to impact

Every board should reflect on its own performance at least annually — whether through an external assessment, an internal review or discussion about how to work more effectively. These exercises often produce valuable insights and recommendations, but the real test of effectiveness lies in what happens next: turning recommendations into sustained improvement.

This article outlines a structured approach to help boards prioritise, plan, and implement recommendations in a way that delivers genuine and lasting impact.

The purpose of acting on recommendations

Board reviews and governance assessments are not ends in themselves. Their purpose is to:

Strengthen the board’s governance capability and strategic contribution.
Build shared understanding around roles, behaviours, and culture.
Enhance the board’s ability to anticipate risks and seize opportunities.

Acting on recommendations demonstrates the board’s commitment to continuous improvement and accountability which is rightly expected by shareholders, management, and other stakeholders.

From review to action: A three-phase process

Boards that translate recommendations effectively, typically follow a three-phase approach:

Phase 1: Review and prioritise

Begin with a collective discussion to validate and prioritise the recommendations.
The board should ask:

Are these the right recommendations for our context?
Which will have the greatest impact on our performance and effectiveness?
Which are quick wins, and which require deeper structural or cultural change?

This phase ensures focus on what matters most and builds shared ownership of the improvement agenda.

Phase 2: Plan and assign

Once priorities are agreed, convert recommendations into specific, actionable steps.
Good practice includes:

Assigning clear ownership (committee, chair, management, or external advisor).
Defining timeframes, milestones, and measures of success.
Documenting the plan in an action register or improvement tracker.

This phase transforms ideas into accountability.

Phase 3: Implement, monitor and re-measure

Embed progress tracking into the board/committee’s regular rhythm — for example, interim quarterly updates with a more fulsome re-measurement annually.
Celebrate completed actions, acknowledge challenges, and adapt where necessary.
Maintain regular visibility to sustain momentum and prevents improvement initiatives from fading over time.

Options for implementation

Depending on the nature and complexity of the recommendations, different approaches can be used:

Delegate to a board committee – particularly for governance, nominations, or risk-related recommendations.
Refer to the Company Secretary or governance support function – for initiatives relating to meeting processes, agendas, or information flow.
Assign to management – where recommendations involve organisational systems, performance reporting, or stakeholder engagement.
Create an ad hoc working group or task force – to develop and present an implementation plan to the board.
Engage external advisors – for specialist topics such as cybersecurity, digital transformation, or board capability frameworks.
Schedule for future discussion – when full board participation is required, such as strategic planning or board renewal.

Many boards combine these approaches, using committees for oversight, management for execution, and the full board for reflection and direction-setting.

Good practice for ensuring follow-through

To ensure consistency and visibility:

Track all recommendations in a central action register.
Assign clear responsibility and completion dates.
Include progress reporting in board or committee agendas.
Reassess periodically to confirm whether improvements have had the intended effect.
Record and share lessons learned to inform the next cycle of board development.

A well-managed follow-up process reinforces a culture of accountability and continuous learning.

Sustaining Improvement

Improvement in board effectiveness is not a one-off exercise. Boards that sustain progress typically:

Integrate improvement actions into their annual governance calendar.
Link recommendations to director development plans, including mentoring, education, or peer learning.
Communicate progress to relevant stakeholders to demonstrate commitment and transparency.
Reflect annually on what has changed, and what still needs attention.

These habits create a virtuous cycle of reflection, action, improvement and renewal.

Conclusion

Boards that act decisively on recommendations don’t just improve process, they enhance performance, cohesion, and strategic influence. The most effective boards treat every review as an opportunity to refine how they govern, how they collaborate, and how they lead.

Turning recommendations into action is not about doing more, it’s about doing what matters most, with clarity, commitment, and follow-through.

Turning recommendations for improving board effectiveness into action