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Why family enterprises must move from ‘paper boards’ to real boards

Without strong governance structures, the board becomes the stage for conflict

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    • In Asean, where many family businesses are transitioning from founder-led leadership to sibling partnerships, it is important to build strong governance foundations.
    • In Asean, where many family businesses are transitioning from founder-led leadership to sibling partnerships, it is important to build strong governance foundations. IMAGE: PIXABAY

    Enrique Soriano

    Published Wed, Apr 22, 2026 · 07:00 AM

    SOME boards look impressive on paper, but they exist more in form than in function.

    In many Asean countries, boards in family enterprises are established largely as a matter of compliance to meet regulatory requirements, please external stakeholders, or project sophistication.

    Yet beyond the formalities, these “paper boards” lack independence, accountability and authority.

    The Bottom LineCorporate governanceBoard of DirectorsHigh net worth individualsAseanConglomerates

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