The chief financial officer has a vital contribution to make to the board’s strategy on value creation. Here’s how to boost it.

When board opportunities knock, should you answer the door? Here are tips from a new book on landing the best leadership role for you.

Relying on probability models and mitigation plans is not enough—boards need to focus on making the right decisions.

With significant weight being placed on governance and credibility, corporate reputation can make or break a business.

Speedy decision-making is only a 'virtue' when evenly applied across all an organisation's decisions. If not, it highlights a governance problem.

Understanding basic neuroscience—how the brain works—is the key to unlocking a collaborative, high-performing culture.

Climate is a boardroom priority in a challenging context, and boards need to step up to create the new economy.

As NEDs embrace a data-driven future, digital governance capability is becoming as important as traditional governance credentials.

Complex times need different voices to navigate fast-moving change, but progress on women’s representation in the FTSE 350 is uneven.

Senior executives below the C-suite can provide critical board insight—if access is built on trust, culture and disciplined interaction.

How much sway does the chair of a board really have? Much depends on their institutional and geographical context.

Losing credibility and integrity matters more than levels of competence in the event of a corporate failure.

The warning signs are rarely dramatic. More often, they are familiar, human and can be found hiding in plain sight.

What are the priorities and skills non-execs will need for the next era of governance and effective board leadership?

More than 70% of boards fail to give enough attention to artificial intelligence oversight, survey reveals.

A global research study shows that effective use of gender quotas on boards will tangibly improve diversity on key board committees.

Boardroom requirements may be changing, but one thing has not—the need for a succession pipeline in place well before it’s needed.

Boards cannot lead meaningful change without being prepared to examine and adjust how they think, according to new research.

In an age of flattering machines that encourage complacency, we need ‘collisions with error’ for us to make resilient governance calls.

Courage in leaders is rarely heroic. More often it shows up in mundane but pivotal moments of choosing the difficult truth over an easy path.