Thought Leadership | 取締役会の有効性評価

A practical guide for corporate directors to harness Artificial Intelligence for their companies.

A practical guide for board of directors to oversee AI strategy, governance, and risk—designed to empower corporate boards in the age of intelligent technology.

A practical guide to landing your first corporate board seat. Interviewing for First-Time Board Service: read successful strategies for meeting the unique challenges of interviewing for a directorship.

To showcase top Latina and Latino talent in the U.S., LCDA and Egon Zehnder launched a video series featuring nine distinguished Latino and Latina board directors.

Egon Zehnder’s Istanbul office recently convened a group of Turkey-based HR leaders from various sectors for a series of breakfast discussions focused on the importance of team building. Accompanied by the Office Leader Murat Yesildere’s presentation on “Building Highly Effective Leadership Teams”, the participants were very forthcoming creating an open dialogue where they shared their experiences and perspectives on team effectiveness.

Proxy season, with its voting on director slates, shines a bright light on board composition—an aspect of governance that has come under increasing scrutiny from investors, directors and other observers. But the slate is only the end result of a director succession process that has become more and more complex and competitive.

The days when the main function of Audit Committees was to put a “stamp of approval” on companies’ financials are long gone. Heightened risk awareness and increased regulation means that Audit Committees must now take on a much more proactive role in detecting, understanding and acting on risk – be it financial, macroeconomic, regulatory, legal or cybersecurity-related.

In today’s environment, boards are expected to fulfillll their traditional oversight and compliance role and also add value through strategic insight and guidance.

Board members today must grapple with increasingly complex matters of strategy and risk. In response, many companies are rethinking board meetings to enhance alignment, energize the board and elevate its performance.

An impending market rebound has many feeling cautiously optimistic, but the extended cycle of the current downturn – now being characterized as “lower for longer” – has created a new reality that will change leadership imperatives for the foreseeable future. Energy leaders are realizing that lower prices, unpredictable market dynamics and hyper competition for talent, resources and capital are driving a need to rebuild and adapt businesses or risk being left behind. In this new reality, it’s critical to strike a balance between disruption and discipline – understanding how to best lead innovation while still adhering to longstanding best practices that will ensure longevity regardless of future market fluctuations.

In 2003, the New York Stock Exchange began to require the boards of listed companies to undergo an annual assessment. At a time when awareness was growing regarding the importance of the board in safeguarding shareholder value, it was thought that this step would provide investors with some transparency regarding how well the board was doing its job.

昨今、取締役会の役割は複雑さを増し、取締役会がモニタリングすべきリスクの種類は多様化してきている。また、取締役は達成すべき目標の水準を高め、失敗した場合に取るべき責任の増大というプレシャーに直面している。