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.
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 PellMost Australian company directors are very aware of the Centro case. The case has very clear implications for how ...
by Russell YardleyMore collaboration between the board and management is not always a good thing - some guidelines for when you might ...
by Russell YardleyFew business leaders have had as much experience with CEO succession planning as Sir Ralph Norris FAICD. In his three ...
by Tony FeatherstoneAn easy trap for inexperienced chairs is to measure the success of a board review based on a report or discussion. ...
by Allie GertzLockdown shone a spotlight on different ways of working, in particular remote working, and the work health and safety ...
by Diane Smith-GanderEffective decision-making in the boardroom is crucial to successful corporate governance. Typically, discussions on ...
by BoardOutlookOver my career I’ve seen a number of short and long-term crises. Regardless of what started the crisis, how the board ...
by Launa InmanBoard composition and director skills have never been more important, or scrutinised, than they are today. Whilst ...
by BoardOutlook