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Independent Directors (IDs) should complement executive colleagues who wrestle with day-to-day issues that burn up time needed for the independent thought expected of company directors. IDs and executive directors should understand each other's roles and how their respective contributions can be complementary.
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Boards rarely destroy value because a director did not know a section of tax law. They destroy value when obvious questions are not asked early enough, or answers are accepted because the organisation has fallen in love with a transaction. This is not confined to weak boards; it is the natural risk of enthusiastic ones.
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The role of an Independent Director has never been more vital than in today's increasingly complex corporate landscape. Currently, businesses are navigating geopolitical uncertainty, rapid technological disruption, diverse regulatory expectations, mounting stakeholder demands, financial pressures and growing scrutiny of corporate governance.
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Public service brings in a lot of experience across different sectors, and in some sectors one does develop deeper insights. Thus, when one joins the boardroom, one can bring in that experience, but it is equally important to keep oneself updated in the sector in which one has accepted the board position.
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My answer has changed over the years. Earlier, I would have said that deep functional expertise especially in functions like Finance, HR and Business Operations, leadership experience and a good reputation were the foundation. I still believe they are essential
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An experienced lawyer can make for a remarkably astute independent director. However, the journey from counsel to an effective member of any company's board is a significant one. Every lawyer who traverses this distance notices the difference right away - when a proposal is discussed, the board is not looking to them for legal inputs alone. It expects a director's judgement and, eventually, a vote.
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Good morning to all of you. It is a pleasure to be here at a forum that places the quality of governance at the centre of its work. The Institute of Directors has an important role in keeping this conversation alive not merely, by discussing governance principles, but by encouraging informed, questioning and forward-looking dialogue in the boardroom.
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By- Institute of Directors | Authored by- Lt. Gen. Surinder Nath, PVSM AVSM (Retd.)
Oct 15, 2026
The October 2026 issue of Director Today, themed “What Truly Gets You the Board Seat: Equipping IDs for the Future Boardrooms,” addresses a question that every aspiring and serving Independent Director (ID) must answer squarely, “What does it take to earn a seat in an Indian boardroom, and what does it take to keep it?”
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Today when the AI and its innovative tools are fast emerging as drivers of not only operational excellence but are significantly helping in strategic decisions and in building competitive advantage, leadership roles in the entire context of corporate governance are required to be revisited and transformed.
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Our modern industrialisation, to some extent, has its roots in Westernisation, and it is from that tradition that we have drawn the parameters by which we now measure ourselves against the Western industrial world. Yet we must develop our own atmosphere and our own measures, for if our GDP is to have any real meaning, it must be connected to our roots and to our own way of thinking.
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Institute of Directors (IOD) is an apex national association of Corporate Directors under the India's 'Societies Registration Act XXI of 1860'. Currently it is associated with over 30,000 senior executives from Govt, PSU and Private organizations of India and abroad.
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