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Start with the next decisions
List the strategic choices and risks the board will face. Growth into a new market, a major investment and an ownership transition may call for different experience. Translate those needs into a manageable set of capabilities rather than an exhaustive wish list.
For an advisory group, first clarify its purpose using our advisory board guide. The matrix should reflect the group's actual role.
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Define what the ratings mean
Use a small, clearly described scale, such as awareness, working experience and deep practical experience. Agree what evidence supports each rating: decisions made, responsibilities held or relevant knowledge applied. A qualification and recent operating experience may tell you different things.
Let members explain the context behind their assessments. Treat the matrix as a structured conversation, not a league table of people's value.
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Look for coverage and concentration
A capability held by one person may create a continuity risk even if the total score looks strong. Check whether the board can challenge the specialist's assumptions and whether the knowledge remains current.
A board effectiveness review can also examine preparation, information quality and behaviour. Good skills do not automatically produce good collective decisions.
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Choose a response to each gap
Some gaps warrant development, some call for advice on a defined matter and others may shape the next appointment. Identify the option, owner and review date. Link longer-term recruitment needs to a director succession plan.
Revisit the matrix when strategy changes or members leave. Record the reason for a capability requirement so future reviewers can see why it mattered.
Use this in your business
A matrix you can adapt
| Capability | Evidence and coverage | Action |
|---|---|---|
| Strategy and market | Who has made comparable commercial choices? | Confirm upcoming decision needs. |
| Finance and capital | Who can examine cash, investment and funding? | Identify challenge or advice needed. |
| People and succession | Who understands leadership transition? | Plan development or additional input. |
| Industry and operations | Which experience is current and relevant? | Check gaps and concentration. |
| Risk and governance | Who can identify the right specialist questions? | Record responsibilities and support. |
A practical example
A gap does not always mean a new director
A board preparing for a one-off property transaction may need specialist input for that decision rather than a permanent appointment built around it. By contrast, a lasting change in business model could justify a different mix of board capability. The matrix helps separate temporary advice needs from enduring requirements.
Your next move
Discuss the capability your board needs next
Bring the board's next major decisions and your first matrix. We can help connect capability gaps with a practical governance plan.
Discuss the capability your board needs next