Today’s unprecedented pace of disruptive innovation in the market and conflicting demands of multiple stakeholders are creating relentless pressure on the CEO. Is the board contributing to the CEO’s performance and ability to function?
So, what should board members do to fulfill their responsibilities to shareholders as they assist the CEO in…
A global survey conducted online during the September/October time frame by Protiviti and NC State University’s ERM Initiative of 1,304 C-level executives and directors highlights a disruptive risk landscape over the next 10 years. The table below ranks the highest-rated risk themes in order of priority:
The global survey of C-level executives and directors, focused on macroeconomic, strategic and operational risks, highlights the influence of the economy, people and culture issues, supply chain risks, and technology impacts on the 2023 risk landscape. The survey was conducted online in the September — October 2022 time frame to capture…
Global research indicates that companies in North America are less committed to environmental, social and governance (ESG) engagement than those in Europe and Asia-Pacific. What steps should boards seeking to improve their ESG engagement take?
Worldwide, there is awareness that environmental, social and governance (ESG) considerations will prove to be essential drivers and components of profitability and sustainable business over the next 10 years. The reality is, however, that the level of engagement with ESG — as an integral component of business strategy — is significantly higher…
The pandemic has had a lasting effect on people and the workplace. Seven in 10 business leaders expect the market will be embracing a hybrid work model 10 years out, up from 22% pre-pandemic. What is the board’s role in this transition?
The pandemic has transformed how, where, when and even why we work. It accelerated workplace redesign as…
Boards and their companies operate in an increasingly digital world. Every director should have sufficient digital understanding to engage in strategic conversations with the CEO, other company leaders and other members of the board.
Embracing digital capabilities is a mindset that emphasizes a commitment to adapt continuously in the face of…
The 2020s are well on their way to earning the ominous label of a troubling, disruptive decade, but there remain viable opportunities amid the challenges. What is the board’s role in preparing the organisation for “show-stopping” and potentially existential risks?
The Story: A global board survey conducted by McKinsey of approximately 1,500…
With the economic outlook constantly shifting as if it were a moving target, directors need to embrace change and set a tone of focus and confidence when looking to the future. It all starts with asking the right questions.
Growth across the global economy is slowing. With the growth rate projected to shrink in 2022 and 2023 by half of what it…
A year ago, an issue of Board Perspectives focused on why the board should care about quantum computing — what it is, when it will become a reality and what steps companies should take to stay on top of this evolving technology market. Since then, use cases for quantum computing continue to emerge.
One of the most misleading phrases found in…
