The role of the board chair has changed dramatically in the past decade, with chairs increasingly held responsible for corporate governance failures. How can board leaders ensure they are prepared for the challenges ahead?
Artificial intelligence is causing a revolution in business, but how should boards respond to the implications of technologies they don’t understand? The answer is to take an ethical approach and ensure human accountability.
An increased focus on risk and compliance for financial services firms has led to a rise in committees, reporting and key performance indicators. But boards must ensure that short-term targets do not hamper long-term strategic vision.
The boards of global financial institutions must have the expertise, diversity and operational understanding to ensure effective oversight, but they must start by setting the company's culture and strategy.
Investors are placing environmental, social and governance (ESG) issues at the top of their agendas, and they expect the companies they invest in to do likewise. But financial services firms need to ensure that ESG commitments are reflected in robust policies.
The rapid pace of change in areas such as technology, global politics and demographics poses unique challenges for financial services firms. How should boards approach strategic decision-making when faced with so many near-term pressures?