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It’s already clear that the COVID-19 pandemic will change many companies’ current form. As boards consider their next steps, expert knowledge on restructuring will become an important component of board oversight.
Jacqueline Chow, non-executive director for Coles Group, and David Gonski, chairman of ANZ, discuss the important role that boards serve in promoting D&I initiatives and helping companies realize the business benefits of their efforts.
The retail industry’s ongoing transformation and new challenges presented by the COVID-19 crisis highlight the need for US boards and CEOs to examine how they communicate to stakeholders, plan, and assess leadership in an emergency.
Boards that do well and thrive through a crisis do three key things.
Most boards don’t take the time to step back and rigorously review their own performance. Doing so will benefit not only the board but the organization as well.
What board members should keep in mind now to prepare their companies for the post-crisis world.
If a CEO is diagnosed with COVID-19, a board must be prepared to manage the unique consequences. The incoming CEO will benefit from keeping a few tested principles in mind in this unprecedented situation.
There are three trends emerging as boards prepare for a future following the COVID-19 crisis.
CEO succession should be an ongoing part of boards’ work—but boards also need to understand how considerations shift as change gets closer.
This new decade for businesses will be defined by leaders who can balance financial gains with sustainable actions. How can companies make the shift?
The role of the board is evolving in Europe amid digital disruption, socioeconomic volatility, and increased scrutiny of board makeup and accountability. According to our recent survey, boards of the future will be expected to take a more active lead in steering their companies on issues such as embedding a purpose-driven culture, corporate reputation, and long-term value creation.
Singapore’s public company boards have realized the need for more rapid change in corporate governance to meet new economic opportunities. This year’s report tracks how a focus on issues such as board renewal and diversity is affecting director recruitment.
Hong Kong’s public company boards are seeking new director skills and expertise. In this year’s report, we track what experience is in demand and how recruitment of directors is evolving.
Public company boards in Australia have taken note of public and government pressure for more diversity, increasing the appointment of women to boards. This report on new directors tracks the governance changes underway in Australia and New Zealand.
When boards are faced with the crucial decision of selecting the next CEO, those that have started early and follow a rigorous process will have the best chance of finding the right leader.
As Board Monitor looks at Canada for the first time, a proprietary analysis offers insights into the demographics, experience, and industry makeup of Canadian boards.
Europe’s public company boards are seeking a balance of experience and new perspectives. This year’s report highlights the different paths the boards in each country are taking to achieve that diversity.
As CEOs and boards seek executives who can help their companies meet the increasing range of cyberthreats, they should be sure they are starting with the right questions and develop their own unique model.
In this podcast, Adrian O’Connor, former regional chief financial officer of Prudential Corporation Asia, discusses financial growth and disruption in the insurance industry and how technology is evolving the role of the CFO.
Moving from start-up to established company is not an easy transition. Finding the right leaders typically requires moving beyond the start-up comfort zone. Two principles can help.