The world of work and business has changed fundamentally over the past 30 years, giving boards a range of new responsibilities. How should board structure evolve to reflect this new environment?
There have been enormous changes in the way organisations and individuals work over the past 20 to 30 years, but the structure of boards has not changed at anything like the pace of the organisations they lead. Fundamental questions need to be asked about whether the traditional board is capable of meeting the expectations placed on it and if this is the most efficient way of working if we are to have boards that are fit for the future.
We have seen an increase in the expectations placed on boards. The law, and the public, expect them to take direct responsibility for an ever growing list of issues. In parallel, the responsibilities placed
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The UK’s Financial Reporting Council has published proposals for a streamlined governance code, while research from Mazars, in association with ecoDa, finds compliance with the existing framework to be variable.