No More Boards of Directors? Making the Case for A New Paradigm.

“I resigned from my last board of directors six years ago. I now put my time in bringing my expertise as it's needed to people who are in my circle of collaboration, and that has been a better use of my time. Bottom line? I think there is an inherent conflict of interest in the present board of directors structure, which can't be fixed." - Christine Merser

For decades, women have been told that real power comes with a seat on a corporate board. But the data, the history, and the lived experience tell a different story. This piece challenges the long-standing pursuit of board positions as a path to influence, arguing instead that the board model is inherently flawed, hierarchical, and often performative.

Women are not failing to break into power structures. The structures themselves are failing everyone.

With examples of board failures at Theranos, Boeing, and Wells Fargo, and a deep dive into the conflicts of interest embedded in the system, this paper calls for a fundamental rethinking of leadership and accountability. The solution? Circles of collaboration, a new model that does away with outdated hierarchies and centers responsibility, transparency, and shared purpose.

This is not a gender issue. It’s a design issue. And it’s time to stop playing by the old rules and start building something better.

The Board Seat Mirage. Why Women Should Rethink the Quest for Power in a Broken System.

For decades, ambitious women have been told, "Get on a board. That’s how real power works." And we believed it. We networked, polished resumes, joined programs, and elevated the quest for a board seat to a professional holy grail.

But here’s the question no one’s asking out loud. How’s that working for us?

The numbers are still abysmal. The impact? Questionable at best. And the structure itself? A conflict-of-interest-laden pyramid that rarely challenges leadership or steers organizations to moral or innovative greatness. The truth is, corporate boards were never designed to empower women, or anyone outside the power center. So why are we still trying to climb a ladder that’s leaning against the wrong wall?

The Data: Progress? Barely. Power? Still Not Ours.

• As of 2023, women held 30.4% of board seats on Russell 3000 companies. That’s up from just 17% a decade ago. Sounds better, until you realize…

• Only 8% of board chairs are women.

• Women of color? Still under 7% of all board seats.

• Over 60% of board appointments are filled through informal networks, often by personal invitation from the CEO or board chair.

• The average tenure of board members is 9 years. Turnover is low, and meaningful change is slower than glacial.

Translation? We’re being let into the room more often, but only as long as we don’t move the furniture.

The Inherent Conflict of Interest

Boards are often presented as oversight bodies, but oversight assumes independence. In reality, I see the following.

• Board members are recruited by CEOs or current board members, usually people they agree with or trust to not rock the boat.

• Board seats come with generous compensation: median pay is $312,279 per year for S&P 500 companies (2023).

• These roles are highly coveted for their status and connections, creating powerful incentives not to dissent.

  
  

So when ethical red flags rise or companies need a bold pivot, do boards act? Often, no. Because the system doesn’t reward courage. It rewards alignment.

Three Examples of Boards Who Failed Their Duty

Theranos

The board of the now-infamous blood testing startup included former Secretaries of State and military leaders, but no one with medical or biotech expertise.

Elizabeth Holmes courted loyalty and admiration, not accountability. The board failed to question the technology, and real patients paid the price.

Boeing

After two deadly 737 MAX crashes, Boeing’s board was criticized for focusing on stock buybacks and profitability over engineering integrity.

The board had minimal technical oversight, and internal warnings were overlooked in favor of keeping the production pipeline moving.

Wells Fargo

When the fake accounts scandal emerged, where was the board?

It later admitted it was unaware of aggressive sales tactics that had gone on for years, despite repeated whistleblower complaints. The board’s failure to detect (or challenge) toxic culture led to billions in fines and lost public trust.

It’s Not Just a Gender Issue

This isn’t just about getting women onto boards. It’s about the boards themselves, whether they’re even worth being on.

If we make the conversation only about representation, we risk missing the bigger picture: the structure is the problem. It’s hierarchical, insular, and designed to preserve the status quo. Adding women to it might feel like progress, but what if it’s just rearranging the deck chairs?

Women don’t just need a seat, we need a system that isn’t rigged against true leadership, real accountability, and moral courage. And that’s not about gender. That’s about architecture.

Yes, many women want to sit at the table. But maybe the table itself is outdated, poorly built, and wobbling under the weight of groupthink and complicity. Maybe it’s time to build something else entirely.

Example: Warren Buffett and Katharine Graham

Buffett wasn’t just a board member at The Washington Post, he was a steady, ethical collaborator to Graham during her transformation from reluctant heiress to powerful publisher. But that wasn’t the board’s doing. That was one man who chose to empower a woman with integrity and respect.

It’s the person, not the position, that matters.

A Better Vision: Circles of Collaboration

We don’t need better board seats. We need better systems.

Imagine circles of collaboration, rotating groups of deeply invested contributors who bring diverse expertise and challenge each other with transparency and trust. No fixed hierarchies. No sacred cows. Just real conversations, distributed decision-making, and the kind of shared ownership that doesn’t rely on golden parachutes or performative oversight.

In many Indigenous cultures, a “talking stick” is passed in a circle to give each member equal say. These are models rooted in accountability through relationship, not position. Let’s learn from that.

So what replaces the board? Circles of Collaboration.

You’re a CEO, or a founder, or someone leading an organization who needs perspective—on marketing, strategy, product, leadership, finance. Instead of turning to a static board once a quarter, you assemble a pop-up circle from your broader network of trusted collaborators. No more than ten people. You send them the issue in advance: the challenge, the context, the stakes.

Then, you gather as equals. Go around the room. Each person adds their insight, experience, or sharp question—not from a place of hierarchy or obligation, but of true contribution. You leave not with a vote, but with clarity. With direction. With better thinking.

Need a circle to review financials once a year? Same model. Gather a few sharp minds who know numbers and who know you. Bring them the materials. Invite the conversation. Let the magic happen.

These circles are fluid, intentional, and built on trust, not titles. They aren’t static power centers. They are living networks of collaboration. And they work.

I believe so deeply in this model that I’ve released a book titled Circles of Collaboration, which explores how these small, purpose-built gatherings can do away with the need for traditional board structures entirely. They dismantle the pyramid and replace it with an adaptive, human-centered model of shared responsibility.

We don’t need to fight for space at the top, we need to redesign the shape entirely.

Conclusion: Stop Aspiring to a Broken System

For too long, we’ve been knocking on a door that was never meant to open for us, and when it does, it leads to a room where our presence is more symbolic than powerful.

It’s time to stop celebrating board seats as the pinnacle of female success. They aren’t.

Let’s start building new rooms entirely, ones where our presence matters, where our voices are not just heard but needed, and where the structure itself supports courage, dissent, and evolution. And, where everyone sits at a round table with equal agency to bring their gifts to the conversation.

The board seat is a mirage. Real power lives elsewhere.

— Christine Merser, Blue 2 Media

I just published a new book, Circles of Collaboration. One of the reasons I began to question the traditional pyramid structure of leadership was my disillusionment with boards of directors and my own experience serving on them.

The deeper I looked, the more convinced I became that real progress doesn’t happen in top-down systems riddled with cronyism, conflict of interest, and fear of rejection. True collaboration, bringing in outsiders with expertise, honesty, and courage, serves both companies and nonprofits far better than the outdated board structure most still cling to.

And now I look at our government and it screams to be taken down for the same reason.

And please consider purchasing Circles of Collaboration. More to come.

About Christine Merser

Christine Merser has been a leading marketing strategist for over thirty years, working with companies, politicians, and individuals to achieve groundbreaking success. Her innovative strategies and forward-thinking approaches have inspired others to redefine how they reach their marketing goals. Known for her curiosity, creativity, and ability to adapt to ever-changing landscapes, Christine continues to shape the future of marketing with fresh perspectives and actionable insights.