UK investors expect the chief financial officer to drive growth, while also focusing on organisational purpose.

Relationship rifts in the boardroom can seem entrenched but there are simple, practical ways that can help to heal them.

Some degree of tension is essential for effective board dynamics, but it needs to be managed to remain constructive.

If you’re joining a board or onboarding another director, hitting the ground running is achievable with good planning.

Spending time and effort on carrying out an effective board evaluation will pay dividends in terms of governance excellence.

The board’s agenda, when properly constructed, ultimately leads to more productive discussions and impactful outcomes for the organisation.

In a report on the Horizon inquiry, the Institute of Directors calls on all boards to ‘up their game in terms of tech and IT literacy’.

Now more than ever, boards need non-executive directors with outstanding skills to help steer them through the difficult decisions ahead.

Aligning the goals of employees, managers and the board creates a productive and efficient corporate environment.

UK CEOs under pressure need board help, so directors seek more operational information, recent research reveals.