Why senior executives now need to rethink their approach when looking to secure non-executive and advisory roles.

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

Opportunities and challenges are arising from the integration of artificial intelligence into corporate governance.

In chaotic and uncertain times, the ‘my way or the highway’ approach can lead to judgmental and ill-informed decision-making.

Directors can function effectively only if they are well-informed, hence the need for concise, intelligence-driven and relevant board packs.

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.