Category: Governance

Older CEOs are staying in their jobs longer, according to new research, indicating that a generational shift that occurred in the wake of the global financial crisis has largely run its course.

Research unveils the traits shared by truly successful boards.

How many days per year do your company’s directors spend performing their role? If it’s about a month, they probably should be working harder, according to a new guide to boards for CEOs.

In an environment of rapidly-changing technology and increasing regulation, banks and financial services firms must ensure their board members have the knowledge and insight to make complex decisions.

Traditionally, board effectiveness has been seen as having a direct correlation with governance or strategy. While these two elements are important for boards to perform, what is often overlooked is the effect of the human condition on productivity.

As shareholders put more pressure on public companies to perform, they’re indirectly transforming the roles played by some boards of directors. Many of today’s boards of directors are attempting to take more active and engaged interests in operations and are demanding more information from and involvement with the C-suite.

Strategic planning is unquestionably a critical initiative for the short- and long-term success of any business, no matter the size. Companies spend hours evaluating opportunities and challenges, establishing key objectives, and developing the right tactics to meet them. And yet budgeting—the detailed allocation of the organization’s most valuable resources against those objectives—often remains an entirely separate, once-a-year event.

The idea of group cohesiveness and everyone thinking alike can sound good at times, but it poses great risk in corporate governance and should be avoided.