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A year ago, the Business Roundtable (BRT) released its “Purpose of a Corporation” [1] statement expressing a “fundamental commitment” to deliver value to all company stakeholders.
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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?
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As global markets continue to address the COVID-19 pandemic, practical digital know-how is becoming more than a desirable attribute that directors aspire to embrace. A compelling study asserts that companies could be falling behind if they lack a digitally savvy board.
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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?
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Boards and their companies operate in an increasingly digital world.
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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.
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On February 26, 2021, the Board of Governors of the Federal Reserve System (FRB) in the United States issued expectations for boards of large financial institutions as a standard for its regulators when they assess board effectiveness.
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A diverse, equitable and inclusive board culture contributes to the organization’s success by positioning directors to advise the CEO and add value in evolving markets. Does your board measure up?
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In a crisis, clear thinking is needed in the boardroom.
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Corporate culture, once a rather squishy, hard-to-define concept for organisations, increasingly is a top-of-mind concern for leaders looking to create a desirable workplace for innovation and one where employees who have many choices want to remain long-term. The challenges are especially acute amid the current war for talent and the need to attract and retain the best people.
