Many campaigners advocate an “add women and stir” approach to fixing corporate governance. But this ignores the broader role of particular types of masculine business culture.

Following a raft of corporate scandals uncovered by whistleblowers, the business risks associated with an individual revealing wrongdoing should not be underestimated in the boardroom.

Small and mid-cap companies need a better regulatory framework, which recognises that their needs differ distinctly from SMEs, and which will enable them to compete and thrive on a fairer playing field.

Cybercrime is an escalating problem that demands constant attention to mitigate against financial and reputational risk. But what should boards do to ensure their organisation is protected?

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?

The recently revised UK Corporate Governance Code has re-emphasised the importance of whistleblowing. Resources are available to help boards ensure they are well placed to support the process.

The market for impact investing is now worth around $1.3trn. It is an opportunity for boards to steer their companies towards work that returns social or environmental benefits.

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.

Regardless of where a threat to cybersecurity comes from, board members need to be clear on how their organisation’s data and infrastructure mechanisms are being protected.

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?

Technological advances are transforming not only product complexity and delivery but the shape of the financial services industry itself. The board's understanding of AI and new technology—and the risks and opportunities it brings—needs to expand accordingly.

The unprecedented pace of regulatory change in the financial services industry has led to substantial investment in the compliance function, but it needs greater support at board and executive levels in order to be effective.

Paul Randolph, barrister, professional mediator and expert in the psychological traits of conflict, examines the mindset of those who become entrenched in damaging boardroom disputes, and offers his expert tips on how to resolve matters quickly.

From compliance to new technology and broader stakeholder engagement, financial services firms today must be fighting fit in order to thrive. Enter the effective board, which must govern like never before. In this special report, we outline six key areas of knowledge and insight to equip boards for the unprecedented challenges ahead.

Businesses everywhere are developing sustainability policies. Implementation is never easy, but the right guidance can show the way.

Boards of banks face an increasingly broad array of responsibilities when managing foreign subsidiaries, ensuring the parent company has control and oversight without sacrificing independence or creating a culture of complacency.

Boards could take the opportunity to turn transparency to their advantage. A penetrating light is being shone on the tax affairs of multinational entities—but tax transparency will encompass all businesses in time.