From this overview, core leverage areas to set new trajectories:
1) Strategic: build common ground on direction - across key players and/or the entire board. The organization needs a strategically cohesive leadership body. The most important questions seem to be - Do other board members share these strategic concerns? Are these differences re: direction being addressed productively by the board? Is this gap building in strategic importance/board divisiveness?
This board member is speaking from 'industry expertise' and a place of power as 'a key investor'. S/He has deep concern and is exerting influence in the ways they know. Problems erupt when the political + social environments + structure + individual style and values differences block productive strategic dialogue between leaders/across the board and inhibit capacity to make important decisions and to act. Establish common ground on direction the right way (one that builds relationship and partnership) and a far better trajectory will be set.
2) The Behavioral Side: 'condescending and hands-on' style. Whether this is a learned influence style or just who this person is overall, the most powerful way to engender change is to achieve the above (common ground) through a (diplomacy &) planning process that also safely provides this person with learning, creates conditions for him/her (as well as involved others) to take responsibility for their part in creating the status quo, and helps people shape important agreements re: values and communication norms. If conditions are created where this learning emanates from the group in non-threatening ways, the probability for self-responsibility and self-correction increases dramatically.
3) While assessments are sometimes good vehicles for leading into useful dialogues, nothing I've seen in my 25 years' experience is more powerful than 'holding council' - discovering shared purpose, direction and values while doing important, relevant leadership work.