Any other business? AOB definition & meeting management tips

Corporate secretaries finalize board meeting agendas and other materials weeks in advance. But what if an issue worth discussion arises after the agendas go out? That’s the value of any other business.

Any other business — AOB, for short — creates space for board directors to raise additional, relevant topics in a meeting. While the “Any other business?” agenda item can invite strategic discussion, it can also open the door to unwelcome surprises and inefficiencies. Here, we’ll explain AOB and how to use it strategically, including:

• Why any other business matters in a meeting
• Any other business agenda examples
• AOB best practices
• How technology can maximize any other business agenda item

Any other business (AOB) definition

“Any other business” (AOB) is a standard meeting agenda item that allows participants to raise topics not covered in the main agenda. It provides an opportunity to discuss urgent matters, minor updates or emerging issues. While AOB can bring flexibility to board meetings, some organizations limit its use in favor of efficiency and predictability.

Why does any other business in meetings matter?

AOB in meetings matters because it’s crucial for flexibility and inclusivity. It can make meetings more effective by:

• Accommodating last-minute issues: AOB allows participants to bring up urgent matters the original agenda didn’t capture. This keeps directors responsive rather than shelving critical topics from one meeting to the next.
• Encouraging participation: Attendees can use AOB to voice their concerns, raise ideas or offer updates the board might otherwise overlook, creating a more collaborative and transparent board dynamic.
• Enhancing decision-making: Board members can consider additional topics during AOB so all pressing issues are addressed before the meeting concludes.
• Supporting ongoing progress: AOB isn’t always unexpected. Board directors may need to address action items, reminders or follow-ups during AOB, which can keep projects moving forward.
• Providing flexibility: The business landscape changes rapidly, challenging board members to keep up. Agendas with any other business create space for the unexpected, which empowers the board to be more proactive.

Any other business (AOB) agenda examples

No matter the meeting, AOB begins when attendees have discussed all other agenda items, and the meeting chair asks, “Any other business?” However, how attendees use that time can vary based on the type of meeting.

Here are a few examples of the role of AOB in different meetings:

1. Board meetings

During AOB, a director raises concerns about a new industry regulation announced the week before the meeting that could impact the company’s compliance strategy. This last-minute development requires input from legal and compliance teams so board members and executives can work on a strategic pivot before the next scheduled meeting.

2. Committee meetings

An audit committee member notices a discrepancy in the internal financial review shortly before the board meeting. They use AOB to suggest an additional audit to the board to improve transparency and prevent potential compliance issues. Raising this issue is essential, as the committee member needs wider approval before proceeding with the new audit.

3. Shareholder meetings

A shareholder inquires about the company’s approach to addressing a recent reputational risk. Allowing the shareholders to speak during AOB and taking time to address their concerns helps maintain investor trust and confidence.

4. Executive meetings

A late-breaking acquisition opportunity surfaced a few days before the meeting. The CEO shares the opportunity during AOB, as the company must move quickly to capitalize on it. The leadership team can then discuss strategic benefits and risks and determine whether to initiate negotiations.

5. Special meetings

A department head raises a supply chain disruption that could affect product availability. Although the special meeting was convened to discuss a public relations crisis, leadership uses AOB to strategize immediate solutions to the interruption and minimize business impact.

Any other business best practices

AOB can be valuable, but board chairs must run meetings effectively to prevent unnecessary delays or off-topic discussions.

Managing AOB in meetings

1. Set clear guidelines: Define what topics qualify for AOB to keep the discussion relevant and constructive. Share allowable issues with the board at onboarding and regular intervals thereafter to ensure they know the procedures.
2. Require advance notice: Ask attendees to submit AOB items before the meeting. Board chairs can screen the topics to avoid last-minute surprises and verify the issues are worthy of discussion.
3. Allocate time wisely: Set a time limit for AOB discussion. This can keep meetings efficient, prevent overruns and force attendees to consider carefully whether topics require valuable meeting time.
4. Encourage relevance: Ensure AOB topics align with the company’s strategic priorities or immediate business needs. Discussions via your board portal software are likely sufficient for other issues.
5. Defer non-urgent items: If a topic requires extensive discussion, schedule it for the next meeting rather than rushing it under AOB. Remember that AOB is a last resort, not a discussion free for all.

Managing any other business in meeting minutes

1. Record only relevant points: Like other agenda items, focus on capturing key discussions, action items and next steps rather than fully detailing the conversation.
2. Identify the speaker: Note who raises each AOB. This can provide accountability and follow-up clarity should attendees have questions after the meeting.
3. Summarize key takeaways: Concisely summarize any decisions or next steps, and avoid transcribing them verbatim.
4. Assign action items: Clearly document responsibilities and deadlines for any follow-up tasks. These should also appear in your meeting minutes email and tasks delegated during the regular meeting.
5. Review for accuracy: After the meeting, read through the AOB minutes. Make any corrections to keep them clear, actionable and aligned with the company’s meeting records.

Run better meetings by using AOB strategically

When managed effectively, any other business can strengthen meetings. It allows flexibility for late-breaking conversations without derailing the agenda entirely. While it’s up to board chairs to make the most of AOB — setting guidelines, requiring advance notice, and more — board portal software can create structure even if the meeting becomes chaotic.

Diligent Boards, part of the Diligent One Platform, keeps meeting agendas and minutes on the rails even if any other business goes off track. Quickly create and distribute agendas, then use automation to turn your agenda into accurate meeting minutes — all you have to do is add notes for any other business.

Take control of your meetings. Explore Diligent Boards today to see how it can streamline your board processes.

AOB FAQs

What does AOB stand for?

AOB stands for any other business.

Is AOB included in meeting minutes?

Yes, AOB is included in the meeting minutes. AOB is often the final item on the agenda and should have corresponding meeting minutes. Using meeting minutes tools like Diligent Boards can help keep minutes organized and accurate despite the last-minute nature of any other business.

How do you write an AOB?

Writing an AOB submission should be clear, concise and relevant to the meeting’s purpose. Clearly state the topic, briefly explain why it’s important, why it wasn’t included in the original agenda and whether it requires a decision, feedback or further discussion. Keep it clear and to the point. If needed, you can provide additional details in a follow-up document.