How to Build Digital Literacy at Board Level

AI, cyber risk, data governance and digital transformation are no longer specialist considerations, but strategy-critical. Boards can establish risk and governance frameworks which might be enhanced by a director with digital literacy to challenge effectively around digital ambition. 

Our recent market research highlighted that Digital NEDs are less well represented across the FTSE 100 and 250 companies; an insight that has further underscored digital literacy as a priority for boards. 

At Odgers’ second event in our ‘Bridging the Gap’ series, four accomplished digital leaders shared honest reflections on why digital capability matters, how to elevate board fluency and what it means to govern technology responsibly.  

Our panellists were: 

• Jessica Rusu, NED, Payment Systems Regulator, Cambridge University Press & Assessment. 
• Nimisha Patel, NED, The West Brom. 
• Norma Dove-Edwin, Former NED, HSBC, Pod Point. 
• Mayank Prakash, NED, Softcat, Uber UK. 

Digital literacy is now core to good governance 

Boards recognise their ability to steer organisations through digital disruption could be enhanced by board members with a solid understanding of the technologies shaping it. As Norma observed: “Technology underpins the foundation of every organisation. There isn’t a single department that doesn’t need it.” Digital leaders naturally take a wide‑angle view, seeing horizontally across functions is an invaluable perspective in the boardroom. 

Jessica added that her transition to a NED role stemmed from boards seeking those who had lived through digital transformation and could bring practical insight: “Boards ultimately want people that have had some experience with digital transformation, someone that can really bring that level of expertise.”  

The board’s role in digital 

Setting ambition, asking the right questions and holding the executive to account creates a productive balance without slipping into execution. A consistent message from the panel was summarised by Norma: “It is the board’s job to set the ambition for digital literacy, and not the strategy.” The panellists outlined this ambition includes defining risk tolerance, establishing governance expectations and ensuring visibility of where AI and digital tools are used across the organisation. 

The conversation explored the idea of an organisation’s AI strategy as a sub-strategy of either the business or the technology strategy. This distinction helps boards avoid two pitfalls: becoming overly operational, or conversely, remaining too distant from decisions that shape long‑term value. As Mayank warned: “No executive likes meddling non‑executives -  strategy is where you meet the executive.” 

Raising board fluency through shared responsibility 

Digital literacy cannot sit with one person, as Nimisha stressed: “Nobody strikes the right balance between innovation and risk like Digital NEDs do, but it can be problematic if one person informs the board on a topic nobody else knows how to challenge on.” 

Several practical approaches emerged: 

• Create structured digital education - regular briefings and thematic sessions help demystify complex topics. 
• Use plain language - Jessica noted she spends considerable time translating jargon into strategic terms. 
• Assess board skills periodically - as Nimisha explained, every three‑year term at her board triggers a skills assessment aligned to external change. 

Addressing resistance: reframing the narrative 

Resistance to digital investment often stems from past experience or fear of complexity. As Norma noted: “I have found that a lot of boards are jaded and fed up having heard promises of a better tomorrow.”  

Jessica emphasised that the toughest questions almost always centre on money: “Boards want confidence that investment ties directly to strategy and won’t require endless follow‑ups.” 

Culture and time commitment  

Balancing an executive role with a NED role requires considerable discipline and organisation. Jessica takes annual leave for full board days to create clean separation; Mayank does the same. Norma found supportive employers who recognised the developmental value she brought back. Nimisha, meanwhile, highlighted how differing board cultures can significantly shape workload. 

Digital NEDs should expect periods of intensity, especially in regulated or fast‑growth sectors. But the reward is rich: broader perspective, deeper governance exposure and sharper strategic experience. 

Every board is now a digital board 

Building digital literacy at board level is ultimately about mindset. It requires curiosity, shared accountability, openness to challenge and a willingness to learn. As technology reshapes every facet of organisational strategy, boards that can invest in digital fluency will be the ones best positioned to guide transformational decisions and protect long‑term value. 

Odgers’ CIO & Technology Officers Practice specialises in identifying transformative digital leaders. With a global network of technology focused search consultants, we help organisations from start-ups and scale-ups to public sector bodies and global enterprises secure the talent needed to lead with vision and impact. 

Watch our in-depth conversations with our network of digital execs as part of our series exploring 'How Digital NEDs Are Bringing Value To The Boardroom’. 

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Get in touch. Follow the links below to learn more, or connect directly with our dedicated executive search experts and Digital & Technology Officer leadership consultants at your local Odgers office here.