Specialist ransomware criminals are investigating victims’ insurance capacity—sometimes by blatantly asking companies outright.

In a world rife with conflict, boards can develop valuable strategic opportunities from the geopolitical knowledge of their general managers.

As boards respond to pressure for immediate results and compliance, a smart chair can help directors to focus on strategic, long-term success.

Businesses are allowing artificial intelligence to make decisions that need a human touch. Boards must balance the risks and benefits.

Many workers are struggling to find inspiration and purpose post-pandemic. Leaders must nurture workforce rituals that create meaning.

To make ESG activities meaningful, IFRS and GAAP should feature data that is relevant to long-term corporate and societal value creation.

Behind every apparently calm surface lies a mass of board member interests, beliefs and emotions. How these conflicts can be managed?

A chair’s real skill lies in their ability to engage with and earn the respect of the board without having to overtly exercise power.

There is no standard measure of environmental, social and governance (ESG) performance—and the system is largely being used as greenwash.

Organisations of all types can be divided on their mission, vision and strategy. A combination of compliance and stewardship is the solution.