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In 2019, Singaporean boards exhibited a strong preference for new directors with previous corporate governance experience, as well as those with experience in business services or financial risk expertise.
Interviews with the chairs of the largest public companies listed in the United Kingdom, predominantly FTSE 100, highlight how boards are meeting some perennial challenges in today’s unprecedented circumstances.
In 2019, corporate boards in Europe sought financial expertise and directors with international backgrounds, which should help companies navigate this year’s economic and social volatility.
Fortune 500 boards sought to diversify in 2019, with mixed success, and added a mix of new and familiar expertise. Amid the global economic contraction and ongoing protests against racial injustice, these are directors with valuable and fresh perspectives.
Last year, Canadian boards exhibited a strong preference for new directors with previous corporate governance experience, greater gender diversity, and financial, operational, and sustainability expertise.
Boards that routinely evaluate their capabilities with strategic goals in mind and establish a diverse pipeline of potential directors will be best positioned to help their organizations reset for resilience and thrive in the long term.
Most companies today are more tech enabled than they were even six months ago. Boards have an important role to play in ensuring that companies can benefit from those gains—and avoid new strategic risks—as they reset to focus on long-term performance.
In this podcast, Yvette Austin Smith, principal and director of The Brattle Group, a global economics and financial consulting firm that provides expertise in litigation and regulatory matters, discusses leadership and current financial market trends.
Employers are increasingly finding it harder to fill management and executive positions. Companies with a clearly stated and authentic higher purpose have an advantage in the search for top talent.
The COVID-19 crisis will force many companies into some form of restructuring. Keeping a few purpose-focused principles in mind can help boards and leadership teams emerge with more agile, innovative, and resilient organizations.
Even before the COVID-19 pandemic, boards were facing a daunting mix of challenges that highlighted weaknesses in many traditional practices. To be fit for the future, boards must focus on their purpose, composition, and culture.
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.