印度公司董事会大体上是被动的,尽管严格遵守,但只有17%的公司董事会制定战略。 Indian corporate boards largely passive, with only 17% shaping strategy despite strong compliance.

印度商学院2025年的一份报告显示,只有17%的印度顶级公司董事会积极制定战略,83%的董事会尽管严格遵守,但基本上还是被动的。 A 2025 Indian School of Business report reveals that only 17% of India’s top corporate boards actively shape strategy, with 83% largely passive despite strong compliance. 超过三分之一的董事承认,除了审查管理计划之外,几乎没有提供什么投入,只有27%的董事寻求独立信息,这有集体思考的风险。 Over a third of directors admit offering little input beyond reviewing management plans, and just 27% seek independent information, risking groupthink. 许多董事会缺乏准备,未能提出外部观点,在讨论中表现得不够坦率。 Many boards lack preparation, fail to bring external perspectives, and show low candor in discussions. 举报人机制往往被当作手续处理,关键委员会面临继任规划和非财务风险。 Whistleblower mechanisms are often treated as formalities, and key committees struggle with succession planning and non-financial risks. 专家们敦促各委员会通过更好地准备、独立思考和建设性挑战,从以合规为重点的监督演变为积极主动的战略领导。 Experts urge boards to evolve from compliance-focused oversight to proactive strategic leadership through better preparation, independent thinking, and constructive challenge.