The need for greater international experience in boardrooms, especially in the U.S., has long been talked about, but with little real progress. Even S&P 500 boards remain very insular today. Yet the rapid globalization of markets seen over the past few decades will seem modest compared to the coming boom as new countries become top world economies.
The marked increase in Chinese acquisitions of Western industrial firms is a natural consequence of China’s emergence onto the global economic stage.
It should not be controversial to say that all organizations must be capable of some degree of innovation.
There is no longer much doubt that we are living and working in a time of unprecedented volatility and uncertainty.
In a world characterized by rapid change and increasing levels of complexity and uncertainty, asset management companies see new threats of disruption on the horizon.
Quite often, board succession planning consists of a member announcing to the board that he or she plans to retire next year, and the board then gearing up to find a replacement (who typically differs from the retiring director only in being a few years younger).
Board Effectiveness Reviews. The energy boom that ran for much of the first half of the decade generated both record revenues and ready access to capital that was often collateralized with oil marked at $90 or more per barrel.
The Egon Zehnder 2016 Global Board Diversity Analysis (GBDA) evaluates board data from 1,491 public companies with market capitalization exceeding EUR 6bn across 44 countries.
There is now broad consensus that having a diverse board, where directors are drawn from both genders and from an array of races and ethnicities, provides the breadth of perspective that is essential in today’s global dynamic environment. But heightened awareness does not always translate to greater progress.
In the past, boards treated board succession tactically, appointing the most eminent available candidate or someone who could meet an immediate need.