Some findings raise the question of whether “diversity fatigue” is setting in.

Diligent Institute and 22 other partner organizations recently released Board Diversity Gaps: The Global Modern Leadership Report 2022, a report that offers a comprehensive look at corporate boardroom composition and diversity on a global scale. The findings include a detailed picture of diversity in the boardrooms of American companies as well as how they compare to their international counterparts.

Tech boards have the most directors, but lag behind their number of Asian employees.

Asian Representation on Fortune 1000 Boards, a report from the KPMG Board Leadership Center and Ascend Pinnacle, found that the perspectives of the U.S. Asian community are lacking in most Fortune 1000 boardrooms.

For directors, it’s essential to understand a company’s finances and anticipate future obstacles.

In a McKinsey & Co. survey of 1,597 public company directors in 2011, 34% of directors said they did not understand "industry dynamics" and 26% did not understand how the company created value. Just 10% said they knew the industry, and only 16% knew how the company created value. McKinsey studies through this July reinforce these numbers and conclude, "few say their boards are better at creating long-term value."

Success with sustainability requires directors to drive bold action in a decisive fashion.

As companies come under growing pressure to make greater strides on sustainability, boards must stop thinking of sustainability as a cost or an exercise in risk management and instead view it as a business essential. 

The practice will only grow as disclosure of climate-related data becomes more commonplace.

Advanced preparation and optimal board personnel are key if you want to avoid a cyber crisis. 

We exist in an age of heightened data sensitivity, but that is the price of doing business in an increasingly globalized and digitized world. Connectedness is the reward; hyper vigilance is the price. For companies large and small, this means cybersecurity can no longer be outsourced. Instead, it must be internalized within an organization’s DNA. 

There is now more flexibility for Delaware corporations to delegate equity award grants to management – should they use it?

The need for hiring and retaining key employees has pushed HR to the leadership forefront.

The pandemic brought on the rise of several workforce issues that sat below the surface for many years. Now these issues can’t be ignored, since the environment has become more complex, with some employees experiencing burnout, while others are choosing to disengage or rapidly switch jobs. Then there’s the problem of cultural unrest, with employees increasingly seeking employers who stand behind them on a range of social issues.  

Crisis management and the ability to be strategically agile are top priorities for boards.