Notes from the Boardroom: vol. 11
Editor’s note: “Notes from the Boardroom” is a series of blog posts from ISACA board directors providing transparency, context and perspective on how the ISACA board is carrying out its governance responsibilities. In this installment, ISACA Board Director Asaf Weisberg shares his perspective on the composition and intent of ISACA’s Board of Directors.
As I reflect on my 10 years on the ISACA Israel Chapter Board, including two terms as chapter president, and almost six years on the ISACA Global Board of Directors, I'm thankful for this incredible journey that gave me the opportunity for personal and professional growth. It’s a well-known secret among us volunteers – when volunteering with your heart, you gain more than you give. But most of all, during this period I made friends for life, both from the chapter and from the region.
From Chapter Leader to Global Director: A Meaningful Transition
As a chapter leader, I learned the logistics and operations involved with running a chapter. When I transitioned to chapter president, I realized that managing volunteers differs significantly from managing your workplace team: you don't tell, you ask volunteers to carry out tasks. As president, you begin to learn about ISACA's global challenges through regional meetings and participation in global working groups.
However, the transition from chapter president to ISACA Board service was even more transformative. It required a major mindset shift and the development of new skills.
As a board director, you step away from operational responsibilities and instead focus on providing strategic guidance and oversight to the CEO and executive team, ensuring ISACA fulfills its mission effectively.
The Evolution of ISACA's Board
Over its 56 years, ISACA has grown into a complex organization serving a diverse community of 185,000 Digital Trust Professionals across 188 countries. With 228 chapters globally, ISACA supports professionals throughout their careers with certifications, education, frameworks and a strong global network.
This scale and diversity require a high-performing board capable of steering ISACA toward continued success. Though ISACA is a not-for-profit entity, we have embraced a “profit-for-purpose” mindset, recognizing that financial sustainability is vital to fueling our mission.
Building a High-Performing Board
A high-performing board must offer a collective skill set: business and finance expertise, international perspective, deep knowledge of Digital Trust professions, insight into future trends and a deep appreciation for ISACA’s volunteer culture.
To that end, in recent years we have appointed Board members with strong business backgrounds, even if they didn’t come from within the ISACA community. I truly believe our current Board reflects an effective balance, blending business best practices with our mission and volunteer spirit.
My ISACA background helped shape my contributions as Chair of the Board’s Risk and Technology Committee, and later, the Innovation and Technology Committee. These roles sharpened my strategic thinking and strengthened my collaboration with ISACA’s executive leadership, experiences that significantly deepened my understanding of board service. Chairing these committees required guiding discussions that, while naturally more detailed than full board meetings, remained strategic and avoided drifting into tactical or operational territory.
As a director, you learn that influence doesn’t come from individual authority, but from contributing to the Board’s collective wisdom. No single director holds decision-making power. Instead, you share your views, listen actively, and support the group’s final decisions. The Board’s strength lies in thoughtful collaboration and mutual respect.
Sustaining Excellence Through Deliberate Development
Maintaining a high-performing Board requires the deliberate development of qualified leaders. The recently launched ISACA Chair’s Fellowship Program is a powerful initiative, offering experienced members an opportunity to prepare for potential board service.
A rigorous and strategic nomination process is key to meeting the Board’s evolving needs. This includes evaluating the current Board composition and assessing new candidates’ skills and experiences. Striking the right balance between directors with an ISACA background and those from the broader business world ensures we maintain the capabilities needed to face future challenges while staying grounded in our mission to support members throughout their careers.
Looking Forward
ISACA’s new mission and vision put our members’ career journeys at the heart of everything we do. As leaders in the Digital Trust space, our governance practices must reflect the same level of excellence we promote in the profession.
Serving on the ISACA Board is both demanding and deeply rewarding. It offers the chance to help shape the global future of the Digital Trust professions. I’m honored to serve alongside such experienced directors and to continue learning from their diverse perspectives.
To all ISACA chapter leaders and volunteers: if you have the passion, experience, and dedication, I encourage you to consider the journey toward board service. It requires growth and adaptation, but the opportunity to make a meaningful impact is worth every challenge encountered along the way.
