Thought Leadership | Board Advisory Services

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

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.

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

We reached out to 450 global public board members and asked them a series of questions around the desirability and effectiveness of diversified representation and inclusion on boards. Discover insights with this study as to whether diversity and inclusion are important topics to boards and why.

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.

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.

Diversity in the boardroom isn’t just a mandate – it’s a business imperative. Data from our 2024 Global Board Diversity Tracker shows that the gradual progress has slowed, but still continues.

In conversation with Tony Fish, author of “Decision Making in Uncertain Times,” Board Trustee at the Institute of Neurodiversity (ION), and Visiting Fellow at Henley Business School for Entrepreneurship and Innovation

In conversation with Rebecca Robins, Founder and CEO, Board Trustee, EY Foundation and author

Our inaugural report, “Boards: Stepping Up as Stewards of Sustainability”, revealed a paradox: while board members recognized the imperative for sustainability, many felt ill-equipped to act on it. Often feeling as though they are the lone voice on the board, directors may also lack the courage—or their boardrooms may lack the psychological safety—to challenge how long-term risks and opportunities are monitored and addressed through board governance.