Knowledge and skills in the boardroom must evolve with the risks and opportunities presented by technology—as well as its associated data—if companies are to remain competitive.
For many organisations, embracing technology can be the difference between remaining relevant in their market, and being disrupted by new entrants. It represents a significant, and often the leading, business risk that boards need to address.
At the same time, by being proactive in their approach towards technology, boards may profit from what others see merely as threats. But what skills does the board need in order to provide such effective oversight, while being strategic?
Increasingly, technology is a tool that successful organisations use to create and maintain competitive advantage, pervading all aspects of an organisation.
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Recent court cases hint that some non-executives may be pursuing self-interest rather than company interests. Research looks at whether the self-interest of board members is well regulated by governance controls.