Board Skills Matrix
A clear view of the capability your board needs next.
A board skills matrix should do more than catalogue director credentials. It should give the board an evidence-based view of its collective capability against the organisation’s strategy, risk landscape and future direction. Kerridge & Partners helps boards create practical frameworks that inform succession, director recruitment and development priorities.
What we do
A board skills matrix maps the skills, experience and attributes of current directors against what the board needs to govern effectively, both now and in the years ahead.
The most useful matrices are grounded in strategic context rather than generic governance frameworks. They reflect the organisation’s direction, its risk environment and the decisions the board will need to make as circumstances evolve.
This work is distinct from a board evaluation. A board evaluation considers how effectively a board is functioning; a skills matrix focuses on whether the board has the collective capability required for its mandate, priorities and future challenges.
Done well, it becomes a working document rather than a compliance exercise. It gives chairs and directors a clearer basis for succession planning, recruitment decisions and targeted board development.
Who we work with
This service is for boards seeking a clear, evidence-based view of their collective capability rather than relying on assumption or instinct.
It is particularly valuable when a board is preparing for director succession, responding to a strategic shift, or considering whether its current composition reflects what good governance will require next.
The need is often surfaced through a board evaluation, an upcoming retirement or a governance review that has raised questions about whether the board has the right mix of experience and perspective for what lies ahead.
We work with listed companies, private and family businesses, Crown entities and not-for-profits where board composition is an important strategic consideration.
Our approach to a Board Skills Matrix
The right board capability is defined by the organisation’s future, not a generic list of director credentials.
Establish the strategic context
We begin with the organisation’s strategic direction, risk landscape and likely priorities over the next three to five years. Working with the chair and board, we consider what the organisation will require from its governors as its context, opportunities and challenges evolve.
Define the capability the board needs
We translate that context into a relevant skills, experience and attributes profile for the board. The focus is not on creating an exhaustive checklist, but on identifying the areas of capability that will genuinely matter to the organisation’s future governance.
Assess the collective mix
We assess current directors against the agreed profile to build a clear view of the board’s collective strengths, gaps and redundancies. This gives the board a more rigorous basis for discussing where capability is strong, where it may be limited and what may need to change.
Use the matrix to guide decisions
We produce a clear matrix that can be used as a working document over time. It helps inform director succession, recruitment and development priorities, while giving the board a framework to revisit as strategy, risk and organisational needs change.
Common questions about a Board Skills Matrix
What is a board skills matrix?
A board skills matrix is a practical framework that maps the skills, experience and attributes of current directors against the capability the board needs to govern the organisation effectively.
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A board evaluation considers how effectively the board is operating, including areas such as dynamics, decision-making and governance practices. A skills matrix focuses on the board’s collective capability and whether its composition reflects the organisation’s current and future needs.
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A review is particularly useful ahead of director succession, following a strategic shift, or when a governance review has identified questions about board capability. It should also be revisited as the organisation’s priorities, risk profile or operating environment change.
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The content should reflect the organisation’s particular context. It may include relevant industry experience, strategic capability, governance experience, leadership attributes and areas of expertise that will be important to the board’s future mandate.
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A well-defined matrix gives the board a clearer brief for recruitment. Rather than replacing a departing director with a similar profile, it helps the board identify the capability most needed for the organisation’s next stage.
Make board capability a deliberate decision.
When board composition is changing, strategic priorities are shifting or a director transition is approaching, a clear view of current and future capability can provide a stronger basis for action.
We welcome a confidential conversation about your board capability mix.
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