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In the last decade, the oversight responsibilities of the board have taken on a new level of complexity. Disruptive business models can come from any direction, and the types of risks the board must monitor have multiplied.
Board members share six takeaways for how to pursue CEO succession.
Interviewing for First-Time Board Service: read successful strategies for meeting the unique challenges of interviewing for a directorship.
Based on the progress and dynamics at play in five Latin American countries, we developed some actions to take to speed up progress.
Philip Aiken, Chair of Aveva & Balfour Beatty, joined to discuss M&A and integration from the board perspective.
Joining a private equity board has its upsides, but it’s not for everyone: this type of board service also carries plenty of risk. What should potential PE directors know before accepting a role?
Hosted by Melody Meyer and Egon Zehnder, 11 board directors joined us for our third dinner for women on industrial boards. The topics spanned across ESG, diversity, and the differences between UK and US boards.
Early stage companies tend to be innovative, entrepreneurial and willing to take risks. The founders of these companies often view a corporate Board as the construct that comes in to stall their innovative spirit; the equivalent of your parents accompanying you on your first date.
Activist proposals have long been viewed as something to resist, even fear, but a new strain of thinking has become part of the debate. Boards are now looking at activist themes to inspire their own actions – as both an offense and defense strategy.
It is a truism of corporate governance that a strong, highly functioning board can be an invaluable asset to management, going beyond oversight to provide guidance and strategic counsel to the CEO and his or her team. But these benefits can only be realized if the board and management have the trust and transparency that allows for candid, constructive conversation.
