At the heart of managing risk is the need for step change, rather than incremental change, in business—and that’s where the trouble lies.

Investors who quiz the audit committee get a more rounded – albeit sometimes less comfortable – picture of the company.

During Covid, many boards deferred reviews of the performance and development needs of their CEO. It is a task that must now be completed.

Even the best non-executives shouldn’t presume they can solve all the board’s difficulties, especially those symptomatic of wider issues.

The pandemic continues to impact agendas, but climate, data security and succession are some of the other priorities demanding board focus.

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

Less than half of firms have board oversight of corporate ethics, while only 42% undertake mandatory ethics training for employees.

Non-executives must hold management to account—but there are also times when they should give unstinting support.

The independent board will seek to provide a detached application of Facebook’s ethical standards to improve the governance of social media content.

Psychological experiments suggest that secure leaders are more likely to seek counsel from peers, while insecure bosses prefer to ask an algorithm. What are the implications for leadership?