What New Directors in Ireland Need to Know
If you’ve recently joined a board — or are preparing to — you’ve likely been told that good governance starts with the right mix of people at the table.
Traditionally, that has meant recruiting a balanced slate of domain experts: two finance specialists, two legal minds, a risk guru, a compliance veteran — the so-called ‘Noah’s Ark’ model. However, in 2025, as the Irish business landscape becomes more dynamic, interconnected and unpredictable, that old model is starting to show its limits.
A growing number of global firms — and increasingly, Irish organisations — are rethinking board composition entirely. The question isn’t just who’s in the room, but how they think.
From Specialists to Strategic Generalists
A Range focused experts and towards leaner teams of broad-thinking, adaptable leaders — supported by specialists when needed.
Why? Because boards today aren’t just about oversight — they’re about navigating ambiguity.
Modern boardrooms face challenges such as:
- Technologies like artificial intelligence (AI), where the governance frameworks are still forming
- Climate-related risks and environmental, social and governance (ESG) disclosure obligations under the Corporate Sustainability Reporting Directive (CSRD)
- A volatile geopolitical and economic environment impacting trade, data flows and workforce strategy
In this context, agility and cross-functional judgement matter more than depth in any one technical area.
What This Means for New Board Members in Ireland
If you’re joining a board in 2025 — especially in Ireland’s fast-evolving sectors like financial services, tech, education or housing — consider the following:
1. Your Value May Lie in Your Range, Not Just Your Expertise
Yes, your legal, financial or risk background matters. But your ability to connect dots across strategy, ethics and culture is what boards need most. Be the person who asks:
How do these issues link together?
2. You Don’t Need to Know Everything, But You Need to Know How to Navigate Complexity
Strong boards know when to call in subject-matter experts. Great directors know how to frame the right questions. Don’t be afraid to challenge assumptions — especially when groupthink emerges.
3. You’re Part of a Governance Culture — Not Just a Structure
Ireland’s governance codes (for example, the Charities Governance Code, the Central Bank’s Individual Accountability Framework, the UK Corporate Governance Code for listed firms) increasingly emphasise behaviour, values and decision-making culture. As a director, your mindset sets the tone.
Building the Board Ireland Needs
At Hibernia College, we regularly speak to governance professionals preparing for, or advancing in, board roles. A recurring theme? The need to move from box-ticking compliance to proactive, strategic leadership.
This shift requires a different kind of board — and a different kind of director.
One who is:
- Fluent in risk but not paralysed by it
- Open to innovation but grounded in ethics
- Collaborative, curious and clear on purpose
Where to Start: Education and Perspective
If you’re preparing to serve on a board — or advising one — now is the time to invest in developing both your technical foundation and your strategic governance lens.
The MSc in Corporate Governance at Hibernia College offers:
✅ Dual accreditation, including GradCG status from the Chartered Governance Institute UK & Ireland (CGIUKI)
✅ A blended learning format that fits alongside professional commitments
✅ Tailored content for Ireland’s legal, regulatory and board leadership context
This isn’t just about credentials. It’s about becoming the kind of director today’s boards need.
Because when you rethink your board, you really are rethinking your organisation’s future.
