Directors say they have a renewed focus on succession planning, diversity and supporting social change.
"You have to lead from in front," says the chairman of Esteé Lauder, whose board both exemplifies and helps cultivate the company's commitment to inclusion and diversity.
Well governed organizations have vastly overperformed poorly governed ones during the pandemic. Despite the vast difference in context, this is an exact repeat of the 2008 crisis. So why has governance become such a key differentiator?
To avoid being a target, boards need to take a more active role in risk mitigation and must refresh before activists demand it.
"Focus on the things you can control," says Ellen Kullman, who, as lead director of United Technologies, helped guide the company during a tumultuous transformation.
The decision the board and management are making may be right—but you will feel far more confident if you first come up with all the ways it might be wrong.
A review of the management thought leaders of the last hundred years offers boards some key questions that are as relevant today as they were the day they were published.
Deciding what to do when a company is asked to announce its position on polarizing issues will require boards to develop a range of responses.
Korn Ferry research shows companies struggling to balance the need for near-term cost-cutting with the longer-term need to attract top talent.
Measuring the progress and success of transformation projects is critical, but that's hard to do when directors and CEOs are not starting on the same page.
Think Covid-19 is disruptive? You ain't seen nothing yet, a new book argues. But you will—and soon.
if the court finds that companies can face significant financial damages for making unfounded claims about human capital management decisions, it will heighten boards' level of accountability.