The podcast and the article are brought to you by The Better Boards Podcast Series.
The role of the Board Secretary is at a crossroads. Traditionally, it has been seen as a guardian of governance, the keeper of the minutes, and the facilitator of board processes. Now, with the rise of AI, the growing complexity of governance, and the increasing need for insight-rich strategic support, conventional expectations are being challenged. The question is not if the role is changing; it’s how those in it will choose to respond.
In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, is joined by Moya Hayhurst, a Fellow of the Chartered Governance Institute. Moya has over 25 years of experience in corporate governance across multiple industries, including mining, financial services, and insurance. She is also a member of the Centre for AI in Board Effectiveness research team, helping progress AI’s role in board ecosystems.
“Board secretaries are caught in the middle of that [AI] transformation.”
AI is everywhere, including boardrooms. Many board members already use and benefit from AI applications. They want to know how Secretaries plan to make AI a part of their role.
For Secretaries in purely administrative roles, this is an opportunity for a change. By becoming familiar with AI tools and utilising them to streamline administrative tasks and parse data more efficiently, Secretaries can provide more strategic analysis and insights. They can move into a leading position on governance issues, risk management, and proactive guidance.
“They know where to find everything, and they know the dangers of what is at their fingertips.”
Moya notes Secretaries listen and gather input from all parts of the organisation, often speaking little but influencing quietly in the background. With AI, Boards and Secretaries have the chance to surface more of the institutional knowledge Secretaries contain, do it efficiently, and do it in a way that brings key insights forward when they are needed most. While administrative elements are still important, Moya believes strategic elements are critical for good governance and the long-term survival of the firm.
“You have to step out of the shadows and make your voice heard.”
For Secretaries to succeed, Moya recommends leaning on networks and peers. She advises doing what the Company Secretary has always done best: asking questions, understanding the risks and dynamics, and then looking internally to figure out how to help the company navigate the situation.
For her, the biggest thing is not to say no. Ask how. Connect with experts and individuals who, in many cases, will be more than happy to talk and share their knowledge and insights. Secretaries don’t have to know how to do everything, just how to step out and ask.
“If we continue to justify ourselves as administrators and write a good set of minutes, we will not have a future.”
For Moya, the choice is clear. Secretaries can choose to be pure administrators and be replaced by AI tools, or they can embrace change. By leaning into the shift in mindset and leading by example in embracing new tools, Secretaries can create a very interesting role for themselves for years to come.
The three top takeaways from our conversation for more effective boards are:
- This is not a task shift. It’s a role shift. The role needs to evolve in purpose, not just process.
- The Board Secretary must step forward. If they don’t, someone else will. It’s not a competition, but a necessity.
- For new Secretaries, there’s a need to be very intentional about developing capabilities. Secretaries must become digitally fluent, interpret data, reexamine governance design, and take on a mindset of strategic enablement.
Don’t forget to subscribe so you never miss an episode of the Better Boards Podcast Series. Available on Apple, Spotify or Google.
To find out how you can participate in the Better Boards Podcast Series or for more information on Better Boards’ solutions, please email us at [email protected].
