Accelerating Value Creation as One Team: McKinsey Releases Insight Report on Strengthening Board–CEO Collaboration
McKinsey & Company has released the Japanese version of its latest insight, "Better Together: Three Ways to Boost Board–CEO Collaboration." Amid complex management agendas, collaboration beyond supervision is key to corporate value.
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- 📰 Published: May 20, 2026 at 18:46
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[Press Release]
To all members of the press,
May 20, 2026
McKinsey & Company
McKinsey & Company (Japan Managing Partner: Naoyuki Iwatani) has published the Japanese version of its latest insight report, "Better Together: Three Ways to Boost Board–CEO Collaboration," titled "Accelerating Value Creation as One Team: Three Ways to Strengthen Collaboration between the Board and the CEO."
Ahead of the June shareholder meeting season, interest in the effectiveness of corporate governance reforms and the strengthening of board roles is increasing among Japanese companies. As management agendas rapidly become more complex—encompassing human capital, AI, geopolitical risks, and cybersecurity—how boards constructively collaborate with CEOs to support mid-to-long-term value creation, beyond mere "oversight functions," has become a critical theme impacting corporate value.
McKinsey's global survey revealed that two-thirds of directors believe the board's role has become more complex over the past two years. Meanwhile, only one-third of boards reported being able to "collaborate very effectively with the CEO."
This insight identifies three common points among high-performing boards:
* Efficient and effective board operations
* Candid and continuous communication with the CEO
* Cultivating a board culture that encourages trust and constructive dialogue
In Japan, expectations for outside directors are expanding against the backdrop of PBR improvement requests, activist responses, and sustainability management. In addition, themes that cannot be addressed through traditional finance-centered discussions, such as AI strategy and human capital disclosure, are rapidly increasing. The relationship between the board and the CEO itself has entered an era that directly links to a company's competitiveness.
At McKinsey, we believe that "the board is not only an entity that supervises management but also a partner supporting the CEO's most important management decisions." This insight provides practical suggestions for Japanese companies to advance their governance sophistication in the future.
Read the article here:
https://www.mckinsey.com/jp/our-insights/better-together-three-ways-to-boost-board-ceo-collaboration
McKinsey & Company
McKinsey & Company is a global management consulting firm that helps leading organizations in the private and public sectors solve their most important problems. With cross-industry expertise and advanced analytical capabilities, we contribute to our clients' sustainable growth and transformation.
To all members of the press,
May 20, 2026
McKinsey & Company
McKinsey & Company (Japan Managing Partner: Naoyuki Iwatani) has published the Japanese version of its latest insight report, "Better Together: Three Ways to Boost Board–CEO Collaboration," titled "Accelerating Value Creation as One Team: Three Ways to Strengthen Collaboration between the Board and the CEO."
Ahead of the June shareholder meeting season, interest in the effectiveness of corporate governance reforms and the strengthening of board roles is increasing among Japanese companies. As management agendas rapidly become more complex—encompassing human capital, AI, geopolitical risks, and cybersecurity—how boards constructively collaborate with CEOs to support mid-to-long-term value creation, beyond mere "oversight functions," has become a critical theme impacting corporate value.
McKinsey's global survey revealed that two-thirds of directors believe the board's role has become more complex over the past two years. Meanwhile, only one-third of boards reported being able to "collaborate very effectively with the CEO."
This insight identifies three common points among high-performing boards:
* Efficient and effective board operations
* Candid and continuous communication with the CEO
* Cultivating a board culture that encourages trust and constructive dialogue
In Japan, expectations for outside directors are expanding against the backdrop of PBR improvement requests, activist responses, and sustainability management. In addition, themes that cannot be addressed through traditional finance-centered discussions, such as AI strategy and human capital disclosure, are rapidly increasing. The relationship between the board and the CEO itself has entered an era that directly links to a company's competitiveness.
At McKinsey, we believe that "the board is not only an entity that supervises management but also a partner supporting the CEO's most important management decisions." This insight provides practical suggestions for Japanese companies to advance their governance sophistication in the future.
Read the article here:
https://www.mckinsey.com/jp/our-insights/better-together-three-ways-to-boost-board-ceo-collaboration
McKinsey & Company
McKinsey & Company is a global management consulting firm that helps leading organizations in the private and public sectors solve their most important problems. With cross-industry expertise and advanced analytical capabilities, we contribute to our clients' sustainable growth and transformation.
FAQ
How is the role of outside directors changing in Japanese governance?
They are increasingly expected to engage in constructive dialogue with CEOs on complex themes like PBR improvement, AI strategy, and human capital, beyond traditional financial oversight.
What does McKinsey mean by the board as a 'partner'?
It refers to a board that not only supervises but also supports the CEO based on trust during critical decision-making processes to co-create value.
Why is 'collaboration' between the board and CEO gaining attention now?
The rapid complexity of issues like AI and geopolitical risks makes it difficult for a CEO to handle alone, making the board's collective expertise essential.