Knowledge and skills in the boardroom must evolve with the risks and opportunities presented by technology—as well as its associated data—if companies are to remain competitive.
CEOs who can turn turmoil into triumph have many personality traits in common with world-class athletes.
According to research, most whistleblowers raise the alarm by first approaching their boss or senior managers. However, if they then turn to regulators, it’s a clear sign that management has failed to listen.
Policymakers believe that investment institutions can be persuaded to take a greater role in corporate governance. But do they really possess the willingness and capacity to embrace their stewardship role?
Have current codes of practice significantly improved corporate governance around the world? If not, then it may be time to review the case for enforced compliance.
Boards must pay heed to labour abuses in their supply chains by ensuring strong risk management and building stable relationships—or face the many damaging consequences.
Amoral risk management is no longer welcome, so risk managers are “flirting” with ethics. The relationship may be tumultuous, but it could be a huge and healthy step forward, writes Anette Mikes.
Philip Aiken, chairman of Balfour Beatty and Aveva, spends much time visiting his overseas operations—it’s the best way to get first-hand feedback, he says.
Katharina Latif of insurance giant Allianz explains how her climate and sustainability team transitioned from the firm’s fringes to its strategic centre—and what its next steps will be.
A spotlight has shone on showbusiness since the beginning of the #metoo campaign, but how can women feel empowered and make a difference in boardrooms?