Whether it is next-generation promoters driving change or companies tapping into the expertise of tech-savvy, globally experienced professionals, boardrooms are diversifying like never before. But what does it take to secure a seat at this prestigious table, and how do younger leaders navigate the complexities of governance, mentorship, and collaboration in multigenerational boards?
In an exclusive interview with All Things Talent, Prasad Medury, Managing Director, Odgers Berndtson India, delves into what it takes to thrive in this role. From fostering agility and bridging generational divides to championing principles like diversity, equity, and inclusion (DEI), he sheds light on the emerging trends, challenges, and skills required for success.
Q/ What emerging trends are we seeing in board leadership today, especially as younger generations step in? Are their priorities and approaches different from previous generations?
When boards start to induct younger individuals as non-executive independent or non-executive non-independent directors, it’s usually driven by a specific event or need. For instance, in the case of Jio, the next generation of promoters—Mukesh Ambani's children—are now actively involved in the business and sitting on the boards. Naturally, they prefer board members who are not only closer to their age but also aligned with their way of thinking and understanding of market trends.
Sitting on a board as a young professional in your mid-30s, alongside someone who is 70 years old and thinking differently, can be less inspiring. However, in cases where the next generation of promoters isn’t involved yet, there isn’t much age diversity. Boards tend to stick to seasoned professionals with extensive experience—those who have already served on boards and bring expertise in areas like audit committees or NRC committees.
That said, as more next-gen promoters enter the picture, we are seeing a shift toward younger non-executive board members. In some cases, even without the next-gen joining the business, younger profiles are being inducted, especially where the business has a strong need for digitisation. For instance, in consumer-facing companies with a clear demand for direct-to-consumer (D2C) strategies or robust online platforms to complement offline operations, boards are bringing in younger, tech-savvy members who understand the latest trends and can optimize business models with technology.
In other scenarios, such as globalising mid-cap Indian companies where younger promoters are taking charge, there’s a push to maintain experienced members while also adding younger directors. These younger members often bring international experience, which has become almost a standard requirement for CEO roles in the last two decades. Experienced board members typically have a strong grasp of Indian markets, regulations, and complexities, but younger members add value when it comes to navigating international operations.
However, there are challenges to inducting younger board members, especially those who are full-time executives elsewhere. They often need a no-objection certificate from their current employer, which raises two key considerations. First, whether there’s a competitive conflict, and second, the bandwidth required for board responsibilities.
Unlike 10 years ago, when being a board member simply meant attending a few in-person meetings and some committee work, today’s board roles demand much more. Non-executive independent directors are expected not only to attend meetings—many of which are now virtual—but also to take on committee leadership roles and mentor CXOs. They’re often tasked with addressing key business challenges alongside governance and compliance duties.
For instance, in recent work for a large multinational company, their priority was to appoint a chair for the audit committee who could also contribute to other areas. The expectation was for the non-executive independent director to enhance not just governance and compliance but also overall business effectiveness. This dual role of governance and mentorship reflects the evolving expectations from board members today.
Q/Given the generational gap you mentioned, have you come across companies actively working to bridge this divide? If so, what efforts or strategies have you observed? Additionally, what skills or approaches would you recommend for board members tasked with mentoring the next generation of leaders?
If you are a senior board member—say in your mid-60s or beyond—and you are working with the next generation of promoters or younger CXOs, it's crucial to embrace agility and adaptability. You cannot expect everyone to think or act the way you do. Just because something worked in the past doesn’t mean it’s the best approach for the present or future.
It’s vital to understand the key objectives that younger leaders prioritise and find ways to collaborate effectively. For example, environmental, social, and governance (ESG) considerations and diversity, equity, and inclusion (DEI) initiatives are often championed by the younger generation. They view issues like climate change, sustainability, and inclusivity not just as ethical imperatives but also as smart business decisions.
Senior board members need to broaden their horizons, just as they expect younger leaders to learn from their experience. For instance, supporting DEI efforts makes sense in a diverse country like India, where women are increasingly key decision-makers and consumers. Ignoring these shifts could mean missing critical opportunities. Similarly, adopting ESG-focused strategies can enhance long-term business viability and stakeholder trust.
Ultimately, fostering a collaborative mindset and remaining open to new perspectives is essential. After all, broadening horizons should not just be the responsibility of the younger generation—it’s a shared journey. This adaptability is especially important now, as regulators like SEBI are setting limits on how long senior members can continue in board roles.
Q/ What advice would you give young board members to avoid conflicts with experienced peers and collaborate effectively?
The most important advice for younger executives, board members, or next-generation promoters is to avoid being dogmatic. Business decisions should be made in an unbiased and apolitical environment, and a rigid mindset can limit the exploration of diverse options.
Another critical point is the tendency of younger promoters to hire CXOs who match their age. While this is understandable, it’s neither fair nor beneficial. Senior professionals bring valuable experience and insights that cannot simply be replaced. A balanced team with a mix of skills and perspectives—such as a 50-year-old CFO and a 32-year-old CHRO—fosters diversity and strengthens the organisation. Managing such age diversity effectively is crucial.
Both sides—experienced professionals and younger leaders—must recognise that change and transformation are inevitable and often disruptive. The pandemic and its aftermath have demonstrated the scale of disruption that businesses face, with evolving principles like DEI and ESG reshaping organisational dynamics. Navigating these changes requires collaboration, adaptability, and a clear strategy to manage disruption sensibly and constructively.
Q/ What key skills should a young leader cultivate to successfully transition into a board member role and position themselves for such opportunities?
To transition from an executive to a board member role, it’s important to understand the significant differences in responsibilities and approach. Even if you have been a whole-time director on the board, being a non-executive independent director is distinct.
Compliance and Governance: A board member must deeply understand and imbibe compliance and governance principles, as these are critical to the role. This includes familiarity with legal implications, regulatory expectations, and the frameworks that guide board-level decision-making.
Representation of All Shareholders: As a non-executive independent director, your responsibility is to represent all shareholders, including minority shareholders. This requires ensuring that decisions and policies are fair to them, not just beneficial to the majority shareholders or promoters. Executives typically focus on corporate goals such as profitability, cost reduction, and valuation growth. However, as a board member, you must balance wealth maximisation with fairness and equity across all stakeholders. This balancing act is challenging and demands a mindset shift from an executive role, where such considerations are less prominent.
Addressing Governance Challenges: Many board members resign when governance standards are compromised, especially when the majority shareholders fail to respect minority rights. Standing firm for governance and fairness, even when it’s unpopular, is a key responsibility of an independent director.
Loyalty vs Integrity: Promoters often expect loyalty from board members, but as an independent director, your role is not about loyalty to individuals but about doing what is right for the organisation as a whole. This includes protecting the interests of all shareholders and ensuring ethical governance.
The Mentorship Role: Board members increasingly take on a mentorship role, particularly for younger CEOs or CXOs. This involves:
Listening: The first and most essential skill is active listening. As a coach, your primary role is to understand the challenges, roadblocks, and concerns the executive is facing. Unlike an executive role, where solutions are often provided, a coach’s focus is on guiding individuals to discover their own solutions.
Facilitating Solutions: You are not there to take on the executive’s responsibilities. Instead, your role is to listen, help them explore options, and support them in making decisions. Mistakes may happen along the way, but these become opportunities for growth and learning.
Motivating: Another critical responsibility is fostering motivation. Many executives struggle with feeling unmotivated or overwhelmed, often fearing they aren’t meeting expectations or that their goals are unattainable. Some even dread going to work.As a coach, you inspire confidence, helping them overcome these fears and find renewed energy in their roles. Your aim is to enable them to achieve their goals and cultivate a high-performance mindset—both individually and within their teams.
Ultimately, coaching is a journey of continuous learning. It requires a shift from leading to enabling, from providing answers to asking the right questions, and from directing to inspiring. This transformation is not just a change in skillset but in perspective, making the role both challenging and deeply rewarding.
Prasad Medury is the Managing Director of Odgers Berndtson India.
Based in New Delhi, he heads the India operations and focuses on the sectors of Industrial, Infrastructure, Life Sciences/Healthcare, and Education. Earlier in his career, he was a Senior Partner for the Indian operations of a leading global network in executive search. Prasad has over 15 years of search expertise in Board, General Management and Functional leadership positions covering Industrial, Infrastructure, Technology and Education practices in South Asia and Greater China regions.
Prior to executive search, Prasad worked in the industry in general management positions. His last role was as the Managing Director of Silicon Graphics in South Asia, ASEAN and Greater China regions. Prasad started his career in academics in the USA, working as a Tenured Associate Professor for 5 years, after completing a PhD in Business Administration from the University of Cincinnati. He is a qualified chartered accountant. Prasad serves as a Director on both statutory and advisory boards in India.
Mamta Sharma is a freelance journalist committed to sharing stories on talent management, DEIB, workplace culture alongside narratives on leadership, entrepreneurship, tech innovation and employee wellbeing.
