Unlike their public-company counterparts, which focus mainly on increasing shareholder value, family-business boards must act on behalf of stakeholders with multiple and potentially conflicting agendas – for example, co-owners with equal power and completely opposing financial timelines.
A joint initiative by the University of St.Gallen and Egon Zehnder, the Retreat has been designed for Europe’s leading Chairpersons and Non-Executive Directors to engage in a dialogue and advance boardroom excellence.
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.
CEOs struggle with developing their leadership teams; boardrooms are living labs for leadership experimentation. Why CEOs should expose their senior executives to board work as part of their leadership development.