I think it's inappropriate to suggest that all/most boards are performing inadequately because they need to be more forward looking.

An effective board works in its context for the deliverables it is meant to provide. This is exactly the same as the variability in shareholder objectives. Not all shareholders want the same thing - not all organisations are the same - therefore not every board is the same.

A board needs to reflect the skills and talents required to manage its context. Looking forward aggressively is fine but it's not a universal requirement and is more important in some contexts than others. Watching compliance and fiduciary competence is also important - and also more important in some contexts than others.

Furthermore, the call on a board will vary with the maturity of the organisation. The skills required in a board for a start-up are significantly different to the skills required at maturity or even when the industry declines.

The only universal truth here is that there is no universal truth. Context is everything, and the board must complement and enhance the context.