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.
Boards that evaluate their performance repeatedly tend to get better.
by Steve PellA 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 ...
by Steve PellThe average graduate gets better feedback than the average CEO. Over the past decade I have put that contention to ...
by Steve PellWhen structure meets behaviour and what boards should do about the gap Global Directors Council Roundtable | Co-hosted ...
by Jennifer CookWhen leadership, culture and risk appetite determine whether boards help or hinder major transformations
by Peeyush Gupta AMGlobal Directors Council Roundtable Global Directors Council Roundtable Co-hosted by Alison Barrass and BoardOutlook.
by Alison BarrassBoard readiness in an era of new infrastructure Global Infrastructure Roundtable | Facilitated by Daniel Cole, ...
by Daniel ColeGlobal Directors Council Roundtable Global Directors Council Roundtable Co-hosted by Dee McGrath and BoardOutlook.
by Dee McGrath