Changes

<li> Reduce the frequency and increase the length of board meetings.</li>

<li> Reduce the frequency and increase the length of board meetings.</li>

<li> Consolidate board committees and be judicious in the formation of new committees.</li>

<li> Consolidate board committees and be judicious in the formation of new committees.</li>

 

The most impactful recommendation was #1, regarding board size and composition. At the time of the review, the ICANN Board had twenty-one members.<ref name="finalrep" /> BCG believed that to be too large, and presented findings that indicated that the ICANN board, org, and community agreed:  

The most impactful recommendation was #1, regarding board size and composition. At the time of the review, the ICANN Board had twenty-one members.<ref name="finalrep" /> BCG believed that to be too large, and presented findings that indicated that the ICANN board, org, and community agreed:  

<blockquote>Our interviews in the course of this project as well as the responses to our questionnaire also indicate a widespread view that the board size is an issue. Only one third of board members and less than 15 percent of management agreed that the board size (21 members) works satisfactorily (Proposition B2). In the Supporting Organisation survey, only 5 percent of respondents agreed that the current board structure and membership rules are the best way to protect the public trust.<ref name="finalrep" /></blockquote>

<blockquote>Our interviews in the course of this project as well as the responses to our questionnaire also indicate a widespread view that the board size is an issue. Only one third of board members and less than 15 percent of management agreed that the board size (21 members) works satisfactorily (Proposition B2). In the Supporting Organisation survey, only 5 percent of respondents agreed that the current board structure and membership rules are the best way to protect the public trust.<ref name="finalrep" /></blockquote>

====Capability====

====Capability====

<li> Broaden the skills of the board.</li>

<ol start="4"><li> Broaden the skills of the board.</li>

<li> Make board membership more sustainable.</li>

<li> Make board membership more sustainable.</li>

<li> Build a "high performance" board culture. </li>

<li> Build a "high performance" board culture. </li>

 

The report was complimentary of the skills and commitment of the seated board members, but concluded that the board needed to broaden its skill set, and to do so strategically, in order to maintain board effectiveness. BCG observed that, in its experience, the only people who truly understand the capacity and capabilities of the board members are the board members themselves. In a context of transparency, BCG noted, this was somewhat ameliorated by community perception and attendance. However, for the board to aspire to a broader knowledge base and more effective composition, it should take opportunities to both review current composition, and dream of the "ideal board" five to ten years in the future.<ref name="finalrep" /> This would require engagement with and communication to the NomCom:

The report was complimentary of the skills and commitment of the seated board members, but concluded that the board needed to broaden its skill set, and to do so strategically, in order to maintain board effectiveness. BCG observed that, in its experience, the only people who truly understand the capacity and capabilities of the board members are the board members themselves. In a context of transparency, BCG noted, this was somewhat ameliorated by community perception and attendance. However, for the board to aspire to a broader knowledge base and more effective composition, it should take opportunities to both review current composition, and dream of the "ideal board" five to ten years in the future.<ref name="finalrep" /> This would require engagement with and communication to the NomCom:

<blockquote>[W]e recommend that the ICANN Chairman and the Chairman of the ICANN Governance Committee be formal and full members of the Nominating Committee’s process that leads to ICANN director selection. Their views about the skill gaps that should be addressed are important. Any process that only chooses board members from outside the boardroom fails to deal with the true dynamics of boardroom effectiveness.<ref name="finalrep" /></blockquote>

<blockquote>[W]e recommend that the ICANN Chairman and the Chairman of the ICANN Governance Committee be formal and full members of the Nominating Committee’s process that leads to ICANN director selection. Their views about the skill gaps that should be addressed are important. Any process that only chooses board members from outside the boardroom fails to deal with the true dynamics of boardroom effectiveness.<ref name="finalrep" /></blockquote>

<blockquote>For example, the board is quite divided in its view on whether it effectively reviews implementation of policy, monitors ICANN’s business performance or has adequate focus on risks (Propositions A8, A9 and A12). There is no agreement about whether the board is well-informed about the health of the ICANN Community (A13). Only two-thirds of the board members are confident that the board understands the scope of its role, how its role differs to that of management and whether the board does indeed avoid inappropriately stepping into management territory (A1 to A6). The board is split on whether ICANN’s policy development process works well (C5).<ref name="finalrep" /></blockquote>

<blockquote>For example, the board is quite divided in its view on whether it effectively reviews implementation of policy, monitors ICANN’s business performance or has adequate focus on risks (Propositions A8, A9 and A12). There is no agreement about whether the board is well-informed about the health of the ICANN Community (A13). Only two-thirds of the board members are confident that the board understands the scope of its role, how its role differs to that of management and whether the board does indeed avoid inappropriately stepping into management territory (A1 to A6). The board is split on whether ICANN’s policy development process works well (C5).<ref name="finalrep" /></blockquote>

The report considered that now was an ideal time to addresses these differences of opinion, as board culture was friendly and cooperative, with solid trust in the leadership of the board and ICANN. In the view of the report, it was important to address these differences of opinion while the environment was hospitable, as "[t]he risk is that such divergent opinions can easily become the source of conflict and dysfunction inside the board, particularly if business conditions get tough."<ref name="finalrep" />

The report considered that now was an ideal time to addresses these differences of opinion, as board culture was friendly and cooperative, with solid trust in the leadership of the board and ICANN. In the view of the report, it was important to address these differences of opinion while the environment was hospitable, as "[t]he risk is that such divergent opinions can easily become the source of conflict and dysfunction inside the board, particularly if business conditions get tough."<ref name="finalrep" />

====Purpose====

====Purpose====

<li> Strengthen the strategic purpose of the board.</li>

<ol start="7"><li> Strengthen the strategic purpose of the board.</li>

<li> Clarify the board's accountabilities.</li>

<li> Clarify the board's accountabilities.</li>

</ol>

</ol>