Corporate Board Member conducts survey-based research throughout the year to gather firsthand accounts from public company board members on shifting boardroom strategy discussions and processes. We also offer a timely look into boardroom sentiment with our Director Confidence Index, a monthly flash poll of board members on the economy and top-of-mind issues.
Every year, Corporate Board Member surveys U.S. public company board members to take their pulse on the issues that are most prominent in the boardroom for the year to come and the strategies companies are implementing to overcome the biggest challenges ahead.Â
Boards find themselves operating in an era of near-perpetual volatility and uncertainty. Waves of change have swept boardrooms in the past, but usually in the aftermath of major corporate crises and new regulatory requirements. This time, however, is different. As boards face new pressures and new tasks, many are taking a more proactive approach to change the way they get work done.
Earlier this year, Microsoft’s acquisition of OpenAI search capabilities sent Code Red alerts at reigning digital giant Google, signaling that no company is safe from disruption. While for many companies, the technology remains too nascent—and precarious—to adopt, the attention these capabilities are getting is a clear indicator that the risk of disruption is intensifying for everyone, across all industries.
Few industries have been hit harder by the Great Resignation than healthcare—and little wonder. The added pressure only served to accelerate the rising turnover rates that many healthcare organizations have been struggling with for some time.
Market volatility, the war for talent, inflation pressures and the increasing focus on ESG issues have led compensation committees to reevaluate the effectiveness of their executive compensation programs in the current environment.
Turnover risk among senior leadership teams is a top concern in boardrooms, according to Corporate
Board Member’s latest director survey, conducted in partnership with governance consultancy Farient. We asked directors what worries them most—and what they’re doing about it. Some insights.
Mounting risks and heightened scrutiny have boards adapting—and sometimes scrapping—traditional processes to comply with new, increasing demands, according to a survey of more than 250 board members by Corporate Board Member and EY Americas Center for Board Matters. Some insights.
For the 20th anniversary of our What Directors Think research franchise, we took a look back at issues affecting governance at the turn of the century—and how directors’ perspectives have evolved since. This is the first of a four-part series.
Chief Executive Group exists to improve the performance of U.S. CEOs, senior executives and public-company directors, helping you grow your companies, build your communities and strengthen society. Learn more at chiefexecutivegroup.com.
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