The Harvard Law School Forum on Corporate Governance https://corpgov.law.harvard.edu The leading online blog in the fields of corporate governance and financial regulation. Tue, 21 Apr 2026 11:32:56 +0000 en-US hourly 1 https://wordpress.org/?v=6.5.8 https://corpgov.law.harvard.edu/wp-content/uploads/2024/02/cropped-photography-4-e1706898544564-1-32x32.png 2025 Annual Corporate Directors Survey: Driving a Culture of Accountability in the Boardroom – The Harvard Law School Forum on Corporate Governance https://corpgov.law.harvard.edu 32 32 2025 Annual Corporate Directors Survey: Driving a Culture of Accountability in the Boardroom https://corpgov.law.harvard.edu/2025/10/23/2025-annual-corporate-directors-survey-driving-a-culture-of-accountability-in-the-boardroom/?utm_source=rss&utm_medium=rss&utm_campaign=2025-annual-corporate-directors-survey-driving-a-culture-of-accountability-in-the-boardroom https://corpgov.law.harvard.edu/2025/10/23/2025-annual-corporate-directors-survey-driving-a-culture-of-accountability-in-the-boardroom/#respond Thu, 23 Oct 2025 11:30:58 +0000 https://corpgov.law.harvard.edu/?p=176959?d=20251022165037EDT Posted by Ray Garcia, Paul DeNicola, and Catie Hall, PricewaterhouseCoopers, on Thursday, October 23, 2025
Editor's Note:

Ray Garcia is a Partner, Paul DeNicola is a Principal, and Catie Hall is a Director at PricewaterhouseCoopers LLP. This post is based on a PwC memorandum by Mr. Garcia, Mr. DeNicola, Ms. Hall, and Ariel Smilowitz.

Introduction

The role of a corporate director has never been more challenging — or more critical. 2025 has continued to usher in a wave of disruptive forces, ranging from an uncertain regulatory environment and geopolitical instability to artificial intelligence (AI) transformation. The complexity of board responsibilities is only expanding under the weight of these external pressures, demanding a deeper commitment and more active participation from directors to provide effective oversight.

As this complexity has grown, so has a sense of dissatisfaction among directors about the boardroom experience. For the first time, PwC’s Annual Corporate Directors Survey reveals that more than half of directors believe at least one fellow board member should be replaced. What is fueling this perception of underperformance? Is it a lack of commitment or specialized expertise? Or is it symptomatic of deeper cultural barriers that limit open, candid dialogue in the boardroom?

Our survey of over 600 public company directors suggests that simply relying on current practices or maintaining the status quo is no longer sufficient. Just as executives and employees have continually reinvented themselves to stay relevant, board members must adapt and evolve for the success of their companies.

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