Amid a shifting economic and geopolitical landscape, a growing number of U.S. corporate directors are putting expansion and long-term growth at the center of their 2025 agendas, according to a new survey by Diligent Institute, Corporate Board Member, and FTI Consulting. The report, titled “What Directors Think 2025,” reveals that 76% of board members now cite growth opportunities as their primary priority—substantially outpacing traditional concerns like cost control and risk management.
This marked shift in boardroom focus follows several years of crisis management brought on by the COVID-19 pandemic, inflationary pressures, and international tensions. As companies stabilize, directors appear more inclined to invest in innovation, digital transformation, and market expansion, signaling a renewed confidence in corporate strategy execution.
Dottie Schindlinger, Executive Director of the Diligent Institute, described the findings as a signal of resilience and optimism. “After years of navigating crises, most U.S. public company directors are approaching 2025 with a positive outlook, prioritizing growth and expansion,” she said.
Despite the forward-looking stance, directors face considerable challenges in guiding companies through an increasingly complex environment. When asked about their greatest oversight difficulties, 42% identified corporate strategy as the most pressing issue—outpacing cybersecurity, regulatory compliance, and operational risk. Strategy has emerged as a more intricate challenge as companies attempt to balance innovation with prudent risk assessment in a volatile market.
Succession planning has also risen in urgency. The survey found that 34% of respondents are prioritizing CEO and executive succession in 2025, making it the second most cited oversight issue. This marks a notable increase from its fourth-place ranking in the prior year’s report. With aging executive teams, shifting talent expectations, and the critical need for leadership continuity, boards are under pressure to ensure they have robust succession plans in place.
Geopolitical uncertainty remains a significant concern, particularly for companies with international operations. Nearly 80% of directors with global exposure view geopolitical events as a threat to business strategy, and nearly a third label the risk as “significant to detrimental.” However, only 10% of those surveyed said that managing geopolitical risks ranks among their top boardroom priorities, suggesting a potential mismatch between perceived risk and proactive planning.
Another dimension explored in the survey involves the evolving role of corporate boards in managing public communication and reputational risks. Directors expressed heightened caution about navigating politically sensitive or controversial topics. A striking 85% indicated that speaking out on social issues poses greater reputational risk than staying silent. Over 60% believe corporate executives should consult with the board before making public statements that may carry brand or legal implications.
Cybersecurity, while no longer the top oversight concern, remains a vital issue. More than 70% of directors reported regular engagement with their companies’ cybersecurity teams. However, only 51% have recently reviewed their incident identification and disclosure processes, highlighting a gap between awareness and action that many experts believe needs to be closed.
Taken together, the findings paint a portrait of U.S. boardrooms that are cautiously optimistic but highly aware of the evolving strategic landscape. Boards are increasingly looking beyond survival tactics and focusing instead on sustainable value creation. Yet they must also confront persistent internal and external risks that can derail even the most ambitious growth plans.
In response to these challenges, experts recommend boards adopt more agile governance models, invest in leadership development pipelines, and update risk management protocols to account for new global realities. As companies seek to compete and thrive in 2025 and beyond, the role of the board in shaping and sustaining corporate direction has never been more critical.
