For many executives, the boardroom feels like the natural next step after decades of corporate leadership. But Institute of Corporate Directors Malaysia (ICDM) President and Chief Executive Officer Jackie Mah pointed out that being a seasoned executive does not automatically prepare someone to be an effective director.
“Corporate experience is not the same as board experience because a director’s role demands independence of thought, the ability to challenge management constructively and the discipline to balance competing stakeholder interests.
“Without the right preparation, even the most accomplished leaders can find themselves struggling in the boardroom,” she said.
Mah then shared that in Malaysia, too many directorships are still treated as a capstone career reward rather than a professional responsibility to which Mah emphasised for a change of mindset.
“Being a director is not a retirement gift. It is a profession that requires lifelong learning, accountability and a readiness to guide organisations through disruption and uncertainty,” she explained.
And that disruption is already here as directors today must oversee risks in cybersecurity, artificial intelligence (AI), data governance, sustainability and ESG, issues that did not exist in boardrooms two decades ago.
“According to a survey from PwC, 75% of Malaysian directors agree that investing in generative AI and cybersecurity is critical, but only 4% feel confident they can oversee these areas.
“These gaps show how fast the world is changing, and why a structured development pathway is now essential,” Mah said.
The Need For Structured Development Pathway
Mah has seen first-hand how training changes directors’ mindsets. One participant of ICDM’s Aspiring Directors Immersion Programme (ADIP®), for example, was a former CFO who assumed board service would be similar to managing financial operations. After a year of simulations, mentoring and behavioural coaching, she reported a complete shift in perspective.
“She told us she had learned to step back from the numbers and see the bigger picture — how strategy, risk and purpose intersect.
“When she later joined a listed company’s board, the chairman praised her for asking sharper questions, bringing fresh perspectives and showing the confidence of someone far more experienced,” Mah recalled.
Other graduates of ADIP have reported similar transformations, from gaining the courage to challenge groupthink to learning how to balance short-term pressures against long-term resilience.
“This is what a roadmap provides; not just technical skills but the behavioural maturity to lead with clarity and accountability,” Mah said.
Broadening the Pipeline
Mah shared that ICDM is also determined to open boardrooms to a more diverse range of talent. Its Directors Registry now lists nearly 1,500 board-ready candidates, 37% of whom are women, with almost one in five under 50.
“Traditionally, board seats went to the same small networks of people. By professionalising directorship, we are democratising access. That means more opportunities for women, younger leaders and professionals from industries like technology, healthcare and sustainability to enter the boardroom,” Mah said.
She added that the results are tangible because since 2021, ICDM’s mentoring and placement services have facilitated 32 board appointments, matching directors with companies in sectors ranging from consumer goods to energy.
Why It Matters Now
Mah frames director development as a matter of national urgency. With Malaysia aiming to position itself as a hub for sustainability-driven governance, she believes boards must embody global standards and resilience.
“Director development is not optional; it is strategic insurance,” she said firmly. “Boards that fail to invest in structured learning risk being left behind, relying on outdated assumptions in a world moving faster than ever. Investing in the board is a direct investment in long-term corporate survival, stakeholder trust and Malaysia’s competitiveness.”
For Mah, the vision is clear: Malaysia as a centre of excellence for governance, diversity and sustainability-driven directorship. And it begins with ensuring every director whether aspiring, current or seasoned has a roadmap.
This article was first published in BUSINESSTODAY on 24 September 2025.
