Recession Fears Highlight Need For Strategy Experience On Boards
The board and management need to develop strategies to take advantage of the downturn or put the company in better position to reap benefits when the economy rebounds.
The board and management need to develop strategies to take advantage of the downturn or put the company in better position to reap benefits when the economy rebounds.
It’s impossible to make everyone happy, but you can offer a response that is as transparent as possible and shows a level of integrity.
As boards delve more deeply into talent challenges than ever, we asked Mirian Graddick-Weir, Merck’s former CHRO and a current board member at Yum! Brands and Booking Holdings, for the inside track on oversight of human capital strategy. She shares some tips—and some hard-won wisdom.
This historic global crisis has revealed gaps in management’s ability to deliver on promises made regarding doing business in Russia. Here’s how boards can help.
While it is healthy and useful for CEOs to have a productive level of fear, less-rational, deeper fears are a common cause of many executive failures. But there is a solution.
Companies that drag their feet on addressing workplace issues risk shareholders intensifying efforts to effect change—and some of those efforts could take other forms, which would not be welcomed by board members.