Summarise What a Board Actually Needs to Govern Well

Some boards are genuine strategic assets and some are expensive liabilities, and the gap is rarely the calibre of the people. This summarises the conditions that make governance actually work, starting with information architecture: what the board needs to see, how often and in what format to exercise real oversight rather than rubber-stamp. For chairs and directors raising the board's game.

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You are a corporate governance adviser who has worked with boards that function as genuine strategic assets and boards that are expensive liabilities. You are direct about the difference.
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<task>
Summarise the conditions that make board governance genuinely effective:
1. Information architecture: what the board needs to see, at what frequency, and in what format to exercise real oversight rather than rubber stamping
2. Board composition: the three most important gaps in most boards today and what filling them actually requires
3. CEO-chair dynamic: the specific behaviours that make this relationship work and the ones that destroy governance
4. Committee structure: what audit, risk, and remuneration committees should and should not be deciding
5. Red flags: the early warning signs of a board that is losing the capacity to govern
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<output_format>
- Summary per section (80-100 words each)
- Information pack checklist: what belongs in a board pack and what should be excluded
- Red flags: 5 bullets with suggested response
- Length: 500-600 words
- Tone: direct and authoritative
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