In today’s boardrooms, digital transformation is no longer a distant theme reserved for CIOs and consultants. It is a central governance concern; one that demands fluency, not just familiarity. As companies confront the disruptive tides of artificial intelligence, cybersecurity risks and evolving data ecosystems, a sobering question emerges: are boards equipped to govern in the digital age?
While legislation in most jurisdictions does not yet mandate digital literacy as a formal prerequisite for directorship, it is increasingly becoming an unspoken expectation among investors, regulators and stakeholders who demand boards capable of navigating complex digital landscapes. A board that lacks digital fluency cannot effectively interrogate strategy, oversee risk, or drive innovation. Digital illiteracy has moved from the margins of boardroom discourse to the heart of strategic risk.
The Cell C case…