Succession as a key pillar of value creation
Across 155 boards in the BoardOutlook 2025 benchmark pool, approximately four in ten directors (39%) name enhancing executive talent and succession as a top priority for driving value creation over ...
Across 155 boards in the BoardOutlook 2025 benchmark pool, approximately four in ten directors (39%) name enhancing executive talent and succession as a top priority for driving value creation over ...
The average graduate gets better feedback than the average CEO. Over the past decade I have put that contention to hundreds of executives and non-executive directors. The reaction is almost always ...
by Steve PellWhat to build, what to defer Founder-led businesses that have grown organically arrive at the question of governance late, and usually under external pressure. A new investor wants a board. A ...
by Steve PellSharp, practical thinking on board performance — free, once a month, no noise.
A powerful exercise for any company is to reimagine their strategy as if they were a technology company - imagine being ...
by Susan OliverWhen thinking about evaluating your board, there’s a range of alternatives. Most of these involve some combination of ...
by Allie GertzEvery director brings their own experience and ideas to the table. But it’s not always easy to stand behind your ...
by Diane Smith-GanderWhen monitoring change management or major project delivery, too many NEDs are primarily focused on the budget and ...
by Jane HemstritchWhen mainstream comedians write comedy sketches about Zoom that are trending on YouTube you know that COVID-19 changed ...
by Russell YardleyTechnology is integral to how we operate almost every aspect of business today. Yet almost every director has ...
by Susan OliverThere’s no doubt that Essendon Football Club’s (EFC) Supplements Program of 2012 was a mistake of the highest ...
by Lindsay TannerCorporate governance is rather like hospitality staff: when it’s good, you barely notice it’s there, but when it fails ...
by Susan OliverThere’s a strong case for Australian boards to have some form of worker participation
by Jane Hemstritch