Five Ways to Increase Your Board’s Long-Term Impact

From Successful Executive to Influential Board Member

From Successful Executive to Influential Board Member
Four Stories of the Search for Board Ascendancy 

Is a Board of Directors a Team?

Is a Board of Directors a Team?
from The Irish Board of Management

Universal proxies: what boards should know and how companies should prepare

Universal proxies: what boards should know and how companies should prepare
from EY Center for Board Matter

Navigating the First Year: A Guide for New Directors

Navigating the First Year: A Guide for New Directors 
from the NACD

The Path to the Boardroom

The Path to the Boardroom
from Egon Zehnder

Board Practices in the Digital Era

Board Practices in the Digital Era - Using Corporate Governance to Maximize the Benefit-to-Cost Ratio of Information Technology

published by Directors and Boards (https://www.directorsandboards.com)

How Compensation Committees Are Battling Uncertainty, Talent Woes

How Compensation Committees Are Battling Uncertainty, Talent Woes

What Role Do Individual Leaders Play in Corporate Governance?

What Role Do Individual Leaders Play in Corporate Governance?
from Harvard Business School

Click Here to Listen to the Podcast

Nurole Guide: Non-profit board roles and professional development

What a Proposed SEC Rule on Climate Risk Disclosure Could Mean for Your Board

What a Proposed SEC Rule on Climate Risk Disclosure Could Mean for Your Board

What Should Boards Do to Ensure ESG Accountability?

What Should Boards Do to Ensure ESG Accountability?

Eight Common Ways Board Chairs Can Prove Ineffective

How financial services boards provide effective challenge

How financial services boards provide effective challenge

Authors: Mark Watson, EY Americas Financial Services Managing Director and Board Matters Deputy Leader
Bill Hobbs, Managing Director, Financial Services Consulting and Center for Board Matters, Ernst & Young LLP

Download PDF here.

Women Can’t Go Back to the Pre-Pandemic Status Quo

Women Can’t Go Back to the Pre-Pandemic Status Quo
by Colleen Ammerman & Boris Groysberg

CAQ Deloitte Audit Committee Practices Report 2022

CAQ Deloitte Audit Committee Practices Report 2022

What's Ahead For Board Diversity In 2022

What's Ahead For Board Diversity In 2022 

The Power of Capitalism

The Power of Capitalism
Larry Fink's 2022 Letter to CEOs

2022 Governance Outlook

2022 Governance Outlook

Published by NACD
The 2022 Governance Outlook is designed to give corporate directors and senior executives a comprehensive overview of major business and governance issues that are likely to demand board focus over the coming year. The report begins with an introduction from NACD that highlights survey findings about leading board priorities for 2022 and follows with four partner contributions that provide distinct insights and projections on the following themes: proxy priorities, ESG oversight, M&A oversight and purpose, ransomware risk, assessing DE&I practices, and D&O threat landscape.

 

Each partner contribution provides (1) an overview of key trends in a particular area of governance, (2) an outlook for how those trends will play out in 2022, and (3) relevant implications and questions for boards to consider. The 2022 Governance Outlook is designed as a collection of observations to help corporate boards to prioritize their focus in 2022 and increase their awareness of emerging issues through both detailed topical analysis and coverage of broader governance implications.

 

The Great Board Reboot

The Great Board Reboot

The New Board Agenda
In the wake of corporate scandals, a global pandemic and an uncertain economic and social recovery, all eyes are firmly on the board. Beyond regulation and compliance, board members must be able to detect risk and opportunity like never before. Amid greater accountability and governance reforms, boards have to be more flexible, more agile and more responsive.

“Boards have to show the sort of leadership that pulls the best of their organisations’ people and thinking into play,” says John Elkington, who has served on more than 70 boards and advisory boards. “The best ones do exactly that — they are made up of people who are curious and committed – and who understand that the world changes, often in unexpected ways.”

This report, which is based on the findings of a global survey of more than 600 Financial Times readers who currently sit on boards, as well as interviews with leading experts, reveals how directors are embracing this evolution in their role and responsibilities. It finds that the role of the board director is undergoing profound change. Individual and collective expectations are rising. The way that directors are recruited, trained and developed is being reshaped. And the composition of the board and the breadth of its expertise is under intense scrutiny. The board agenda has always been packed. Now it comes with added complexity.