Knowledge Center

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.

While progress has been made on building inclusive and supportive cultures for LGBTQ people in the workplace, further work is needed. In our interviews with four leading executives, they discussed four key practices that can help make this a reality.

Despite the evidence that a diverse and inclusive workforce is connected to significant performance improvements, too few companies are seeing their D&I efforts pay off. In this report, we suggest a path forward for companies to close this gap between efforts and results.

What HR leaders are seeing as their biggest challenges right now, and some proven principles that can help.

How do some leaders build teams that develop better ideas, innovate continuously, and drive strong business results—all while doing right by everyone?

D&I will be one of the critical differentiators in how companies weather this storm. What should leaders know?

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.

A recent discussion event generated insights from female and male executives on building and sustaining a career in the sector.

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.

The role of the CEO is changing, and so are the skills and competencies being sought, according to our findings on newly appointed CEOs across 16 countries.

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.

Manufacturing companies have not shown as much progress in diversity and inclusion as some other sectors—but they have the capacity to become leaders by applying the distinctive problem-solving skills they use for other business challenges.