Board Expertise
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Cyber-risk, 24 February, 2017
Do company boards need an expert in cybersecurity and technology?
Cybersecurity is at the top of boardroom agendas. Stephen Bonner of Deloitte asks whether boards need a member who is a dedicated cyber expert.
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ESG, 20 February, 2017
Audit committees and the environment
Higher audit quality committees produce higher quality environmental disclosures, according to a new study.
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Investors, 13 February, 2017
What’s behind the rise in shareholder class actions?
Many unhappy shareholders opt for class action to settle their grievances. But what role does an overconfident chief executive play in causing these?
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Diversity, 1 February, 2017
Why women struggle with shorter boardroom tenure
Boardroom diversity is improving but women face an additional problem: staying on a board after appointment.
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Board positions, 25 January, 2017
The overstretched non-exec and balancing a portfolio
Holding more than three or four positions may mean non-executives "simply don’t have the time to deal with the stewarding responsibilities of their job."
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Leadership, 16 January, 2017
What leaders can learn from the rise of the outsider
Donald Trump won the US election despite being an outsider. Companies have increasingly turned to outsiders to be their CEO. What are the lessons?
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Succession planning, 14 January, 2017
Bye bye NED
There is no substitute for planning ahead when it comes to non-executive director departures.
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COMMENT: Non-executive directors, 24 December, 2016
The Secret NED: Welcome, newbie NEDs
You may be an experienced operator, but it doesn’t mean you can skip reading your board papers or assume you know everything.
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Chief executive skills, 19 December, 2016
Overconfident CEOs are less socially responsible
Research reveals that the more confident a chief executive is, "the less their firm invests in activity that has a positive impact on society".
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Board effectiveness, 7 December, 2016
The need for engaged boards is more crucial than ever before
Boardroom leaders are coping with a rapid rate of change, but must remain focused on building long-term, sustainable success, argues Anthony Carey.
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Boardroom behaviour, 5 December, 2016
Courage ranked top boardroom trait
A global survey of directors reveals courage to be the most valued quality in the boardroom. But is it put into practice?
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Boardroom behaviour, 8 October, 2016
How conflict makes for effective boards
Harmonious boards may not be the most effective. Eelke Heemskerk explores why the right kind of conflict can improve your board performance.
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Boardroom diversity, 14 September, 2016
Limits to value in board diversity
A mix of gender and ethnic differences inside the boardroom is broadly accepted as better for a company's prospects. Recent research suggests, however, that diversity has more complex facets than previously understood.
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Boardroom talent, 16 August, 2016
10 questions for building a board
There is more attention than ever on how companies recruit talent to their boards. Tim Copnell lists the key questions directors need to ask when recruiting new blood to join them round the boardroom table.
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Reputation experts, 15 June, 2016
Specialist deficit on boards
Managing corporate reputation has never been more critical, so why are there so few specialists on FTSE boards?
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Board Effectiveness, 2 December, 2015
It’s all about attitude
Listed companies in the UK are required under the country's governance code to undergo a board evaluation. But they need to be set up and implemented in the right way to have the desired effects.
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Investor dialogue, 16 November, 2015
Perceptions matter when it comes to investor relations
New non-executives face a stiff challenge in fulfilling their governance responsibility to communicate with investors.
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Skills, 3 November, 2015
Critical distance
New non-executives must have their areas of expertise but must also understand the "none-too-subtle" tension between challenging management and knowing what's going on inside their companies.
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CSR, 25 October, 2015
Societal costs of CEO hubris
The higher a CEO’s self-opinion, the less he or she can see the long-term value of corporate social responsibility.
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Independence, 21 October, 2015
Governing self-interest
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.