Boards that keep evaluating are boards that keep improving
Boards that evaluate their performance repeatedly tend to get better.
Boards that evaluate their performance repeatedly tend to get better.
A significant new contention on the board’s role in CEO succession has been published and deserves exploration.
by Steve PellAcross 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 ...
by Steve PellSharp, practical thinking on board performance — free, once a month, no noise.
Imagine this scenario: you are seated at a board table, listening with your fellow directors to a presentation about a ...
by Diane Smith-GanderVenturing into a boardroom for the first time can be a daunting or exhilarating prospect. However you feel about it, it ...
by BoardOutlookMost boards spend at least one full day per year together to develop, consider, endorse, or review strategy. Some ...
by BoardOutlookIsrael has a best practice approach to innovation. There’s three elements I’d love to see Australia emulate.
by Diane Smith-GanderBoards are expected to drive company success. Your board’s strategic leadership can create value; its absence can ...
by BoardOutlookBoard reviews can be as broad as the circumstances, covering a wide range of topics. Whilst the scope may change ...
by Allie GertzBoard and management must work together to deliver the strategy. This requires mutual trust and respect. If you believe ...
by BoardOutlookBeyond bad luck there’s also a number of reasons why bad decisions happen. Here’s the five most common reasons why I ...
by Russell YardleyMost directors and executives are very clear that there is a boundary between matters for the board and matters for ...
by BoardOutlook