Do Corporate Boards Have to Report on the Use of AI?
Corporate boards have a duty to inform their stakeholders, especially when that board is part of a publicly traded company. They provide information about the company’s financial performance, governance structure, risk management policies, and key operational decisions. But to what extent should shareholders expect boards to report on the company’s use of artificial intelligence? How
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Preparing Your Board for Geopolitical Uncertainty
Like ripples in a pond, worldwide events have an impact on businesses across every national border. Corporate boards must have both the composition and competency to navigate geopolitical uncertainties. This is all the more true today as the world faces ongoing conflict in the Middle East, the Ukraine-Russo War, and escalating tensions between the U.S.
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ESG Risks and Rewards: How Corporate Boards Can Lead Through Change
How confident are you in your company’s ability to navigate ESG criteria? If you hesitate to answer, you’re not alone. Data released by Boston Consulting Group and the INSEAD Corporate Governance Center revealed that nearly three-quarters (70%) of directors are merely “moderately or not at all” effective at integrating ESG criteria into their organization. That’s
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Bridging the Gap on Executive Pay
Executive pay plans are coming under greater scrutiny from investors. From 2022 onward, shareholders have actively pushed back against pay increases for C-level executives, revealing a disconnect between investors and corporate leadership. What might that mean for your board moving forward? Investors Pushing Back Against Executive Pay As part of the shareholder advocacy group As
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Defining the 3 New Rules of Corporate Governance
Though the idea of analyzing corporate governance is relatively new, the concept of corporate governance itself has been around for more than 50 years. In that time frame, many business analysts and experts have noticed the lack of agreement about what successful corporate governance looks like. Consequently, many corporations have experienced avoidable disasters resulting in
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Raising Up NEDs: Finding Alternative Paths to the Boardroom
Many boards of directors throughout the United States are facing a peculiar problem. While there’s no shortage of executives looking for board roles — particularly non-executive directorships (NEDs) — few are getting those roles. At the same time, boards are on the hunt for NEDs but can’t seem to find candidates with relevant experience. Boardrooms
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Evaluating the Governance Capacity of America’s Boards
Today’s boards are under more scrutiny now than they have ever been. Yet, the role of a company’s board is also more complex than ever before. Boards must ensure the high performance of the management team, work diligently toward long-term company health, and act in the best interests of shareholders. Additionally, they must remain aware
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8 Questions Every Board Should Ask About the Company, the Leadership & Itself
Being a member of a board of directors in today’s business landscape is tough. From shareholder activists to demands from the public about ESG disclosures, corporate governance is constantly scrutinized and has become increasingly challenging as more responsibility is added to board members’ plates. Still, with so much responsibility at the roundtable and seemingly insufficient
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The 4 Pillars of the Post-Pandemic Board of Directors
The post-pandemic business landscape has evolved. As a result, corporate boards must change, too. However, many boards continue to struggle in areas that are key to company growth in the new era. As news cycles have shifted their focus and the world attempts to return to some sense of normalcy, four distinct pillars have emerged
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4 Signs Your Board of Directors Needs a Culture Overhaul
While culture is an afterthought in some boardrooms, members may not realize that it permeates everything they do. From the way they build relationships to whether members feel comfortable speaking up when something isn’t right: With that, one key question follows — how can a board get comfortable tackling sensitive issues if mistrust and misaligned
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