Directors May Move To Challenge Management More On Strategy
With companies facing increasing headwinds, it’s important for directors to reevaluate how they contribute to corporate strategy. Here’s what to consider.
With companies facing increasing headwinds, it’s important for directors to reevaluate how they contribute to corporate strategy. Here’s what to consider.
New research from Corporate Board Member and EY Center for Board Matters finds boards are devoting more time to risk and largely satisfied with the information they receive. The bigger challenge: turning those insights into strategic action.
If your ‘AI strategy’ lives separately from your value creating strategy you can have internal competition, not convergence.
Sixty percent of directors say their boards have increased time on risk oversight over the past two years—but fewer than half report closer integration with strategy.
Against a backdrop of accelerating disruption across technology, geopolitics and talent markets, making ever-faster, high-stakes decisions with increasingly imperfect information is the norm. Here’s how six CEOs are adapting.
Quarterly reviews often fixate on past performance, but CEOs and board chairs who deliberately carve out time for strategy can unlock the board’s full potential as a driver of long-term growth.