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Presenting a New Strategy to the Board—and Winning Their Buy-In

The HBR Executive Playbook on building shared understanding and consensus in the room.

Enhancing Board Succession in South Africa

To break free from practices that inhibit fresh perspectives and to embrace a more inclusive future, South African boards must rethink their succession and governance practices. This can be difficult to do without objective, external support.

Beyond Dealmaking: Unlocking Value in PE Portfolios with Governance, Executive Assessment, and AI

Actionable recommendations for private equity firms seeking to enhance board effectiveness and executive leadership within their portfolios.

Some Directors Feel Stifled in the Boardroom

Some directors feel hesitant to speak up in the boardroom despite growing diversity. Egon Zehnder’s latest study reveals how inclusive leadership and open dynamics are key to unlocking the full value of diverse perspectives.

Seeing Clearly: Aligning Perceptions and Reality in Family Business Governance

In Family Business, where perception often shapes reality, recognizing misalignments is key to effective leadership. Discover how.

The Chair's Role and Responsibility in Shaping Board Composition

Explore how board composition influences organizational success in Egon Zehnder's latest article. Discover the role of diversity, expertise, and strategic alignment in creating high-performing boards.

Under Pressure: How to find a healthy tension in the Chair and CEO relationship?

The CEO-Chair relationship is vital—yet fleeting. This article covers the high stakes and key steps to make most of their time together under pressure.

Championing the People Agenda in the Boardroom

Boards operate with different structures and priorities, but the most effective ones share a common focus: a strong People agenda.

Future-Proofing Boards for Disruption

In an era of seismic shifts, from climate to technological upheavals, boards must do more than keep pace – they must lead the charge. However, future readiness doesn’t come from compliance or ticking boxes; it requires boards to step back regularly, scrutinise their decisions, and question how they arrived at them.

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