New leadership challenges require board members to think strategically, act systematically, collaborate effectively, and lead change with confidence in uncertain times. This perspective was shared at the All-Russian Corporate Governance Forum by Alexander Vedyakhin, the First Deputy Chairman of the Board and a member of the Supervisory Board of Sberbank.
During the session titled “Leadership in Uncertainty: A Paradigm Shift, New Trends and Management Practices,” Vedyakhin explained that last year Sber, like many large Russian enterprises, confronted a range of corporate governance challenges. He stressed that the departure of non-resident directors from the bank’s supervisory board necessitated a replacement with capable Russian executives who could uphold the board’s strategic integrity.
He noted that the directorate’s composition remained balanced as before, including by gender: the Supervisory Board currently comprises fourteen members, with seven independent directors—two of whom hold executive roles, five non-executive members, and two women. This structure, he observed, continues to reflect a deliberate mix designed to preserve diverse perspectives and robust oversight.
Additionally, a company representative highlighted that, in response to technological constraints, Supervisory Board members had to engage more deeply with technology issues. This shift underscores the growing importance of tech literacy at the highest levels of governance.
Vedyakhin added that restructuring is needed to support international operations. The aim is to address complex issues in jurisdictions from which Sberbank had to withdraw, and to build relationships in newly pursued markets. The plan includes refining how the board engages with global opportunities and risks alike.
He also pointed to the practical challenge of bringing new team members on board and making timely operational staffing decisions to sustain momentum. The process requires a careful balance between continuity and fresh input to drive performance.
Furthermore, Vedyakhin emphasized that the organization must navigate short-term pressures while preserving strategic focus and long-term horizons. The governance agenda should remain anchored in enduring objectives even as immediate priorities shift.
He noted heightened attention on soft skills and environmental, social, and governance (ESG) competencies among board members. The impression he conveyed was clear: directors must bring problem-solving abilities, critical thinking, and teamwork to the table, especially as governance standards evolve in response to social expectations and regulatory demands.
Echoing this sentiment, Sberbank’s first vice chairman of the board expressed genuine satisfaction with a Supervisory Board that embodies these capabilities. He also highlighted the bank’s commitment to ongoing professional development, mentioning its own social skills program and a willingness to share experiences with the Professional Managers Association to elevate governance practices across the sector.
In sum, the discussion underscored a strategic shift in Russian corporate governance—placing greater emphasis on technology fluency, international expansion planning, cohesive board dynamics, adaptive staffing, and a robust emphasis on soft and ESG competencies. This combination aims to equip boards to steer large organizations through periods of uncertainty with clarity, resilience, and collaborative leadership. The broader takeaway is that effective governance now hinges on the ability to integrate strategic insight with practical execution, all while maintaining a forward-looking, globally aware stance [citation: forum proceedings].