Board Governance

Examining a company’s principles and standards isn’t a conversation about values, says State Street Global Advisors CEO Cyrus Taraporevala. It’s about value. Here’s why.

With cyber attacks increasingly an issue in M&A deals, boards who are buyers and sellers can take steps to properly inform and inoculate themselves.

Lead directors, board chairs, and CEOs collectively bear the responsibility for ensuring the resources dedicated by the organization in preparing for board meetings are justified by the ensuing dialogue and decisions.

Proactively addressing issues of company culture before they escalate into a crisis is a multifaceted challenge. Boards must first gain the proper insights to assess culture within their organization, and then guide the actions of management on these issues.

Good governance is not about optics. It’s about protocols and practices that are so embedded in a board’s culture that they can be communicated with the same ease as a company’s vision, strategy and metrics.

How can the board effectively oversee risk across foreign jurisdictions? How should a global company approach board composition and succession planning?