The Unseen Data: Nick Curum on What Board Packs Miss

In a recent LinkedIn post, Nick Curum discusses a critical, yet often overlooked, aspect of board effectiveness: the information that is conspicuously absent from board packs. Curum, a proponent of deeper strategic insight, argues that the most polished board materials can paradoxically obscure the true state of an organization, particularly during volatile periods.

Curum challenges the conventional approach to reviewing board documents, suggesting that experienced directors often develop an “uncomfortable realization” that the most vital information is frequently omitted. He elaborates on this point, stating:

“The most important information in a board paper is often the information that never appears.”

This perspective shifts the focus from passively reviewing presented data to actively diagnosing the underlying health and strategic direction of the company. Curum posits that what is left out of a board pack—the undefined decisions, the static risk registers in turbulent times, the unpresented alternatives, or indicators that only reflect the past—can be far more telling than the pages of data, charts, and carefully worded recommendations that are included.

Diagnosing the Organization, Not Just Reviewing Documents

Curum’s analysis suggests a fundamental reorientation for board members. Instead of merely scrutinizing the contents of a board pack, directors should adopt a diagnostic approach. This involves looking for the “signals most board packs miss.” He notes the subtle indicators that can betray underlying issues:

“The decision that is vaguely defined. The risk that hasn’t moved on paper — during a volatile period. The alternative options that were never presented. The indicators that only describe the past.”

This method of reading between the lines, according to Curum, transforms the dynamic of board discussions. The conversation moves from a review of the document to a deeper examination of the organization’s operational and strategic vitality.

The Power of the Unseen

The core of Curum’s argument rests on the idea that omissions and vagueness in board reporting can be significant red flags. He encourages directors to be attuned to these absences, especially when a board paper appears unusually “clean” or straightforward. This apparent simplicity, Curum suggests, might be a sign that critical challenges or strategic nuances are being masked.

“Once you start reading board packs this way, the conversation in the room changes. You stop reviewing the document. You start diagnosing the organisation.”

To aid directors in this endeavor, Curum mentions developing a “one-page diagnostic” tool designed to help identify these often-missed signals. This practical approach underscores his commitment to enhancing board oversight and strategic decision-making through a more critical and discerning review process.

Curum concludes by posing a question to his audience, inviting further discussion on how directors identify these subtle indicators: “When a board paper feels unusually clean — what’s the first signal you go looking for?” This interactive element highlights his role as a facilitator of dialogue on best practices in corporate governance.