Boards

Many boards overestimate their company’s cyber-resilience—and underestimate their own role in shaping it.

The way a candidate talks about the future can tell you a lot about their assumptions, ambition, self-awareness, and openness to being vulnerable.

Letting AI take over scheduling, creating agendas, and summarizing discussions can seem like a time saver—but it can weaken your influence.

A U.S. supermarket chain considers how to respond to demands from an “anti-woke” shareholder.

When workers feel like they’re getting the short end of the stick, they’re more likely to report misconduct to external authorities.

Strategies for tackling the disagreements that can arise from inherited legal agreements and ownership distribution.

How to balance preparedness, collaboration, and strategic focus.

When directors have military experience, boards are more decisive in addressing underperformance. Here’s why.

Creating profiles of your shareholders’ individual interests can help you speak directly to their concerns.

In every case, consider the context before you act.

A study found that boards with one or two veteran members are more stable, knowledgeable, and have more oversight.

Eight hallmarks of meaningful board engagement—and the challenges associated with each

In some situations, it’s an option well worth considering.

The role has one of the shortest tenures of any in the C-Suite and is often blamed for below-target growth. But recent research shows firing the CRO can cause more problems than it solves.

Empirical studies have largely found no connection between board independence and company performance outcomes.

Succeeding in this role will help you build your brand, increase deal flow, and improve the performance of the companies you invest in.

By worrying primarily about security and IT, they’re missing out on big opportunities across the sciences.

The founders of an Ivorian conglomerate take stock—with succession in mind.

A Spencer Stuart survey of nearly 200 directors and 30 CEOs of S&P 500 companies zeroed in on where trust is built — and where it’s lost.

Leaders of top U.S. companies promised a new way of doing business. What happened?