Insight
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Boardroom skills, 5 October, 2017
Information asymmetry is good for effective boards
Commentators often complain that non-executives need more information. But recent research suggests that it is information asymmetry that actually makes non-executives effective.
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Remuneration, 5 October, 2017
Give investors a greater say on executive pay
Even non-binding shareholder votes on CEO pay improve firm performance and shareholder value.
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Ethics & leadership, 5 October, 2017
Non-executives and setting the right tone at the top
Striking the right tone is important for company leadership but it needs action to make it work.
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Reputational risk, 2 October, 2017
Managing reputation risk in the boardroom
A lot is spoken about organisational risk, but non-executives should remember their reputations are on the line too. Nick Hood describes the steps need to protect a personal reputation.
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Ethics & leadership, 27 September, 2017
Personal moral values key to ethical corporate governance
Moral values are so important for company directors they should be given equal weighting in selection procedures, while ethical competency should be a key performance indicator.
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Recruitment, 25 September, 2017
Unconscious bias is keeping women out of senior roles
Research shows that unconscious bias—affinity bias—may lead recruiters to favour candidates who are like themselves.
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Board effectiveness, 21 September, 2017
Twelve questions to determine board effectiveness
With boards facing increased regulatory and diversity pressures, the basics matter more than ever—and yet the board’s own performance, effectiveness, processes and habits receive scant reflection.
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Diversity & risk, 15 September, 2017
Does gender diversity affect a company’s risk management?
Do female board directors have less appetite for risk? Recent research attempted to reveal whether there is a link between gender in the boardroom and measures of risk.
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Corporate risk, 14 September, 2017
Risk: Why boards need a collective mindset
Handling risk should not be viewed as the domain of a boardroom “expert” but as an area for collective decision-making, where everyone recognises there is no such thing as certainty.
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King IV by Ansie Ramalho, 14 September, 2017
King IV on corporate governance: a product of African soil
The highly respected King reports lead global thinking on corporate governance. The most recent report drops the “apply or explain” principle for “apply and explain”—a significant change born of an effort to transform African economies.
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Board intervention, 14 September, 2017
Corporate governance and the proactive board
When should boards take a more proactive approach to governance and strategic decision-making? Research shows that non-executives needn't wait for a crisis to intervene.
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Patricia Harned – chief executive, Ethics & Compliance Initiative, 13 September, 2017
Corporate culture: five questions for the boardroom
Responsibility for safeguarding corporate culture falls with board directors, but how can that be done effectively? A good start would be to ask yourselves the following questions at every board meeting.
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Corporate governance, 8 September, 2017
Recommendations to rethink UK corporate governance
During the government's consultation period on corporate governance reform, a series of events in London enabled discussion of a governance model fit for the 21st century. Filip Gregor and Jeroen Veldman summarise the key conclusions.
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Effective board leadership, 8 September, 2017
Board chair practices across the world: an INSEAD study
In the second part of their global INSEAD report on successful board chairs, Stanislav Shekshnia and Veronika Zagieva compare factors such as culture, shareholder and executive relationships, and meeting preparation.
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Executive behaviour, 7 September, 2017
Improve executive behaviour with better board education
Everyone wants executive behaviour to improve. But the solution cannot just be to increase regulation—the answer lies in better managerial education and audacious corporate governance reform.
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Effective board leadership, 31 August, 2017
The three Es of effective board leadership: an INSEAD study
A study by INSEAD of successful board chairs across countries shows how they engage, enable and encourage boards. Stanislav Shekshnia and Veronika Zagieva report on the results.
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Executive pay, 17 August, 2017
Specialist pay consultants and their relationship with the Remco
While the debate over executive pay continues unabated, research sheds light on a largely overlooked element—the relationship between the remuneration committee and specialist pay consultants.
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Digitalisation, 15 August, 2017
Digital transformation: how boards can weather the storm
With the digital revolution about to present "the greatest disruption to both leadership and governance in the entire history of business", there are ways that boards can prepare for the new digital economy and not be left behind.
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UK corporate governance code, 21 July, 2017
Let’s keep ‘comply-or-explain’ in corporate governance burning bright
The UK’s comply-or-explain system of corporate governance, introduced in 1992, has been widely admired and imitated, but it's not without its critics; there is room for improvement, while retaining the Code's spirit of flexibility.
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Mittelstand companies, 11 July, 2017
Mittelstand companies: secrets behind their success
Mittelstand companies are looked upon with envy, but it is their readiness to innovate and adapt to the challenges of the business environment that makes them successful.