Behind the success of many thriving companies is a boardroom where decisions shape their future. But what really makes a corporate board effective — and who earns a seat at the table?
Company boards come in many shapes and sizes … boards can be powerful, they can be councilors, and they can be a sign of stability to potential investors (by having the right people on the board).
Interestingly, about 80% of the 50 largest public companies are linked by at least one shared board member, illustrating the influence and network effect of seasoned executives in corporate governance. To see the full list of board members for a company (or to see which board members are on the most boards) I suggest corporationwiki. However, even with significant overlap, 1,000 of the 1,100 board positions were held by unique individuals —indicating that direct duplication is relatively rare..
Notably, as you look beyond the top 50 companies, the web of interconnected board members expands significantly.
via InterviewQs
This raises a crucial question: How frequently does overlap among board members create conflicts of interest between competing companies?
Ultimately, it seems likely that they share board members due to the expertise of those members. There’s a small pool of people with the know-how and acumen to advise a company that big. While companies strive to recruit top-tier board talent to enhance efficiencies, real-world outcomes can be mixed — underscoring the importance of thorough vetting and diversified expertise.
During my own experience serving on various boards, I often collaborated with individuals who also sat on multiple boards—sometimes even within competing firms. Building a board that is both diverse in perspective and rich in expertise significantly elevates your organization’s strategic insight and adaptability.
From a small business standpoint, I think it’s important to surround yourself with a variety of viewpoints. Leaders often risk tunnel vision; actively seeking varied viewpoints helps break through these barriers and fosters innovative thinking.
While each leader is likely strong at their unique abilities, a hallmark of success is to create a unique abilities team that goes far beyond your strength.
Internally, I’ve surrounded myself with detail-oriented and technical support to let me focus on the big picture. From an advisory standpoint, I’ve done my best to surround myself with people whose business successes I can learn from.
As AI evolves, its influence will increasingly extend beyond daily operations to the boardroom, reshaping the way high-level decisions are made and governance is exercised
Ultimately, building the right board is not just about governance — it’s a strategic lever for long-term success. Whether launching a startup or steering a Fortune 500, prioritize assembling a team (both internal and external) that balances vision, expertise, and forward-thinking decision-making to drive sustainable success in an ever-evolving marketplace.
Onwards!