When Boards Ask For Too Much: How Risk Oversight Can Backfire
Facing a constant barrage of complex risks, many boards form special committees and flood general counsel with document requests. But is this helping—or hindering—governance?
Facing a constant barrage of complex risks, many boards form special committees and flood general counsel with document requests. But is this helping—or hindering—governance?
The activist victory at Air Products underscores how even revered leadership, bold strategy, and past alliances offer no guarantees when boards fall out of step with shareholder priorities.
Allegations of misleading disclosures and profit-driven strategy spark a crisis of confidence—and offer a stark warning for boardrooms about the rising cost of opaque governance and ethically questionable practices.
Any cracks or deficiencies in what boards have outlined to investors will be scrutinized this year as the reality of global trade wars, supply chain disruptions and recession fears have spooked investors.
Reputation may sell your products, but trust builds your foundation. Here’s why boards must recognize the ‘crisis of grievance’ as a direct threat to long-term value.
Research with high-performing CROs uncovers the key practices that build risk resilience, foster leadership and drive business alignment—insights boards can use to elevate risk oversight.