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 ...
The average graduate gets better feedback than the average CEO
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 PellProfessionalising Governance in Founder-Led Businesses
What 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 PellLatest thinking
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Why Good Boards Oversee Irrelevance
The dominant failure mode of governance has no villain.
by Steve Pell
The AI Maturity Framework for Boards
The Conversation Has Moved On Five Dimensions. Three Levels. A Practical Diagnostic.
by Tania Cabrera & Steve Pell
Board Culture Under Pressure: Decision-Making in Crisis and Transformation
Global Directors Council Roundtable Global Directors Council Roundtable Co-hosted by Cheryl Hayman and BoardOutlook.
by Cheryl Hayman
AI in the Boardroom: From Curiosity to Enhanced Judgement
Global Directors Council Roundtable Global Directors Council Roundtable Co-hosted by Liat Ben-Zur and BoardOutlook.
by Liat Ben-Zur
AI in the Boardroom – Key Learnings from the GDC March 17th Roundtable
From Awareness to Governance Advantage Global Directors Council Roundtable – Virtual Co-hosted with Devyani P. ...
by Devyani P. Vaishampayan
The 9% Problem: Why Boards Leave Chair Succession Too Late
Chair succession is one of the clearest tests of board maturity.
by Steve Pell
The Feedback Gap: How 80% of Directors Are Flying Blind
BoardOutlook’s global data shows that only 20% of directors say their chair provides great individual feedback.
by Steve Pell
Unknown risks aren’t an excuse
Most boards say they care about future risks. And to be fair, most directors genuinely do. They didn’t join boards to ...
by Steve Pell
Beyond the BBC’s crisis: How governance failures can lead to better boards
There’s still a lot we don’t know about what happened inside the BBC boardroom - who knew what, when, and how decisions ...
by Steve Pell