The 2017 Good Governance Report paints a positive picture of the quality of boardroom decisions in our largest organisations, but the focus must now turn to ensuring that the writ of the board is driven down through the organisation.

The drive for sustainability has to some extent undermined the concept of shareholder value. Denis Kilroy argues that the key strategy companies should be pursuing is creating ongoing value and wealth.

Board Agenda reports on risk-related convulsions across the globe, from Spain’s constitutional crisis to Washington’s ongoing conflict with North Korea.

Commentators often complain that non-executives need more information. But recent research suggests that it is information asymmetry that actually makes non-executives effective.

Even non-binding shareholder votes on CEO pay improve firm performance and shareholder value.

Striking the right tone is important for company leadership but it needs action to make it work.

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.

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.

Research shows that unconscious bias—affinity bias—may lead recruiters to favour candidates who are like themselves.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.