Boards operating across regions need to leave aside assumptions and consider the impact of a different set of driving forces.

Instability is no longer a temporary disruption but a permanent state, so boards must govern without a clear playbook.

A survey of the C-suite in Europe reveals the practical and pragmatic approaches being taken in response to geopolitical turmoil.

In an era of ‘over-sustainability’, boards could benefit from applying core principles more ruthlessly, while remaining compliant.

LGBTQ+ inclusive leadership and governance can bring strategic value creation, through promoting innovation and stronger performance.

As the US Supreme Court gets set to rule on the legality of tariffs, experts on The Macro Memo podcast look to a potentially turbulent 2026.

In our interview, US political strategist Tina Fordham urges business leaders to put fear of the new international order aside.

Challenges such as the introduction of artificial intelligence should be strategic issues for the board, an expert panel heard.

A chief executive with leadership fatigue may let the organisation drift and strategic vision break down. What can the board do?

Not all sustainability action needs to mean a company overhaul: some small and simple shifts can unlock significant change.

Staying ahead of the game by taking a proactive approach to chief financial officer succession can win boards an effective transition.

Organisations must choose carefully when considering diversity initiatives if they want to avoid alienating loyal customers.

By anticipating the needs of a changing investor base and communicating clearly with them, companies can stay ahead of the game.

We have a moral imperative, and an entirely vested interest, in realising that we owe economic growth to the younger generation.

Some organisations merely hope for the best in difficult times, but a proactive response will yield better results.

Nimble business, diversification to make supply chains less fragile and shorter timeframes are key moves, according to a specialist panel.

Boards that monitor both AI training and adoption will find that a healthy return on financial investment will follow.

Organisations still have time to experiment—but should start small and start now, a panel of experts advised.

In times of uncertainty and growing risk complexity, boards need to evolve beyond stability. Here are some actions to take.

The billionaire investor is handing the reins to Greg Abel, after a long, strategic succession plan, based on value, culture and continuity.