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.


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