Developing digital capability is not as simple as appointing a digital expert to the board. \nThe Institute of Directors (IoD) has updated its cornerstone publication to help directors thrive in today\u2019s disruptive and challenging environment.\nThe IoD\u2019s Four Pillars of Governance Best Practice is a comprehensive guide for people serving in governance roles, and the new edition, which include a digital format, includes updates on technology and information governance.\nThe latest edition, which is also being released for the first time in a digital format, picks up on global trends relating to stakeholder engagement, board diversity and technology and information governance, says IoD Governance Leadership Centre manager Felicity Caird. \n\u201cThe landscape in which organisations are operating are demanding and constantly changing,\u201d says Caird.\n\u201cGlobalisation, geopolitics, rapid advancements in technology, disruption to business models, climate change and shifting demographics are contributing factors which today\u2019s directors need to have on their agenda.\u201d \n\u201cUsing this guide will help directors lead governance, face the challenges and grasp the opportunities of tomorrow,\u201d says Caird, who explains the guide was last refreshed in 2012.\n\u201cThis means going beyond a compliance approach, instead aspiring to meet the highest standards of the profession.\u201d\nInstitute of Directors CEO Kirsten Patterson and IoD manager Governance Leadership Centre Felicity Caird talk about the new challenges boards face today.\nGlobalisation, geopolitics, rapid advancements in technology, disruption to business models, climate change and shifting demographics are contributing factors which today\u2019s directors need to have on their agenda\nInstitute of Directors CEO Kirsten Patterson says the digital edition ensures IoD members have access to the latest governance best practice guidance and resources \u201cat their fingertips \u2013 whenever they need it.\u201d\n\u201cOne of the challenges in leading in this current environment and a challenge to organisations is the constant updating in real time information,\u201d adds Patterson.\n\u201cThat creates interesting governance challenges in terms of how do you prepare or lead an organisation that is so iterative? \n\u201cIterative real-time information is our new way of working now,\u201d she states.\nCaird says with the digital edition, she cites a director can look up technology and governance, and there will be references to IoD\u2019s Cyber-Risk Practice Guide.\nCaird says when there is a new code or legislation, the IoD can load this information straightaway.\nThe latest guide points out boards should consider whether they have the right mix of knowledge, skills and experience to provide leadership and governance in a digital era.\nNo caption\nThe guide recommends regularly reviewing the composition of the board to ensure effectiveness and ongoing success.\n\u201cIn today\u2019s board, the diversity of skills, experience and thinking around the board table needs to include technology know-how so that there can be robust discussion and challenge to enable the board to add value,\u201d it states.\n\u201cDeveloping digital capability is not as simple as appointing a digital expert to the board. It is about developing the digital capability of the board so it can navigate challenges and future success in a digital world. It may be relevant to consider whether digital capability or social media\/online marketing skills are part of the board\u2019s overall up-skilling and composition.\nOptions organisations can take will be to appoint a digitally savvy director to supplement existing board expertise or establishing an advisory committee with external experts to advise the board. \nThe board can also invite digitally-orientated executives to board meetings to discuss strategic opportunities and risks \u2013 from both an organisational and an environmental scanning perspective. \nThe IoD's cornerstone publication has been updated to reflect the challenges in the digital era.\nRelated: Presenting to the board? Here's a few lessons\n\u201cIt is not just having just one person, it is about lifting the whole board, and bringing people from the organisation to the boardroom,\u201d notes Caird.\n\u201cWe hear our leading directors talking about the need to be thinking globally,\u201d says Caird, \u201cnot just about taking a business globally but what is happening globally.\u201d\nPatterson says related activities around this include New Zealand enterprises organising board members to visit technology firms in Silicon Valley, as well as startup companies in Israel.\nCaird says some companies invite digital experts,including their CIOs and CDOs, to talk about trends impacting the organisation.\nThe guide, meanwhile, notes the board may also have questions about CEO and senior executives\u2019 capability and expertise. \nThese include:\n\u2022 Is the CEO digitally-savvy? If not, what risk does this present?\n\u2022 Is the CIO, CISO or head of digital\/technology\/ innovation sufficiently close to the board to report on key issues? \n\u2022 Is there capability in the executive that addresses both technical and strategic skills in technology?\n DreamstimeIs the CIO, CISO or head of digital\/technology\/ innovation sufficiently close to the board to report on key issues?\nSend news tips and comments to firstname.lastname@example.org\nFollow Divina Paredes on Twitter:@divinap\nFollow CIO New Zealand on Twitter:@cio_nz\nJoin us on Facebook.