The rapid pace of change in areas such as technology, global politics and demographics poses unique challenges for financial services firms. How should boards approach strategic decision-making when faced with so many near-term pressures?

Jane Diplock, one of the founders of integrated reporting and a committee chair at the International Integrated Reporting Council, believes we’re finally moving towards a new, more holistic era for capitalism — but it’s early days yet.

As Robert Swannell departs Marks & Spencer as chairman, he tells Board Agenda that he is optimistic about the role of M&S and wider business in a more sustainable, engaged and happy society.

With South Africa’s economy facing more tough times ahead, an increased focus on stewardship is vital. King IV should be used as a platform for good governance practices, argues Robert Lewenson.

The debate over good governance should be led by practitioners, not regulators, but companies need a deeper understanding of how their boards operate, says Ken Olisa of the Institute of Directors.

The 2017 Good Governance Report paints a positive picture of the quality of boardroom decisions in our largest organisations, but the focus must now turn to ensuring that the writ of the board is driven down through the organisation.

The ICSA’s recent conference revealed that reform in the UK is unlikely to involve legislation, that company secretaries play a big role in managing boardroom tension and that governance has evolved into restoring faith in capitalism.

Securities Commission Malaysia chairman urges boards to incentivise good corporate governance and prioritise long-term value over short-term profit-seeking.

The concept of good governance should be taken a step further, to one of good board self-governance—especially if companies are to navigate difficult, disruptive times.