Deloitte: C-Suite and Board Partnership Builds Resilience

A stronger partnership between C-suite executives and Board Members is becoming essential for building company resilience in the face of ongoing business uncertainty.

A global survey from Deloitte indicates that organisations are rethinking how these two leadership groups can work together more effectively to navigate volatility while maintaining a focus on growth.

According to the survey, business leaders identify economic volatility, cybersecurity and rapid technological advancements as their most pressing short-term concerns. In response, many organisations have expanded their leadership teams.

A previous Deloitte report highlighted that among Fortune 500 companies, the number of Chief Finance Officers and Chief Operations Officers grew by 19% between 2018 and 2023.

This expansion of senior roles presents a new set of challenges for talent management and leadership integration.

Yet, developing the C-suite is only one part of the equation. Findings from nearly 750 Board Members and C-suite executives suggest that a greater emphasis on improving the relationship between management and the board is crucial for organisational strength.

Aligning leadership on strategy and risk

A key area where board and C-suite collaboration is intensifying is in strategic risk oversight and scenario planning.

Deloitte’s research, which was conducted in June 2025 by its Global Boardroom Programme and Global CEO Programme, found that 71% of respondents believe this is where board oversight can most effectively boost resilience.

The survey revealed that 86% of boards have increased their activity in monitoring strategic risks, with 39% reporting a substantial rise in their efforts. This heightened focus reflects a growing understanding that open and transparent communication is a critical factor of resilience, with 66% of respondents identifying it as the main leadership factor.

The relationship between the CEO and the Board Chair is particularly important in fostering this environment.

Scott Beaumont, former President of Google Asia Pacific, says: “Within the enterprise, the CEO ultimately is alone. It's very important for the CEO to have a group of people that they can connect with for different problems. Some to give you a dose of resilience, some to boost confidence, some to provide reassurance or a nudge towards the right path - the Board Chair is perfectly positioned for this role.”

This sentiment highlights the unique support structure a board can offer to senior leadership.

The chair’s role in fostering engagement

Board Chairs and Lead Directors are instrumental in enhancing board effectiveness around resilience.

Their role involves actively encouraging discussion and ensuring diverse perspectives are considered before finalising agendas.

Joe Hurd, Independent Director of Trustpilot Group Plc, Hays Plc and Lloyd’s of London Ltd, says: “In all three of my companies, the Chair plays a more active role, being the traffic cop and being the buffer between board and management.”

This positions the Chair as a facilitator of productive dialogue rather than just a figurehead.

This active management of the board-management relationship is vital for building trust.

Sheila Murray, Independent Chair of Teck Resources Limited, Independent Director of BCE Inc. and Independent Trustee of Granite REIT, explains that Chairs are central to creating these collaborative dynamics.

“The job of the Board Chair is to try and encourage healthy discussion, healthy relationships and to ensure that the relationships between management and the board are robust, the level of communication is good,” explains Murray.

Improving board and management dynamics

To help foster more productive working relationships between boards and C-suites, Deloitte outlined several areas for focus.

It is suggested that boards should regularly assess their composition to ensure they have the necessary skills and diversity to address current challenges, which may involve upskilling existing members.

Both leadership groups should also reflect on their current dynamics to determine if the relationship enables the right balance of support and constructive challenge.

For this to happen, executives need to feel they have the board’s backing to engage in transparent conversations without fear of reprisal.

Furthermore, collaboration between the Chair and CEO on agenda-setting can make board meetings more intentional and forward-looking.

A potential issue flagged by the report is that respondents ranked aligning CEO performance metrics with resilience goals as a lower priority.

Deloitte suggests this could indicate that board agendas are becoming too crowded to allow sufficient time for each critical area. By creating a clear structure for collaboration, executives and boards can improve their ability to respond to uncertainty and build a more resilient organisation.