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January 27, 2023

With ESG here to stay, the key is ensuring that good governance practices are i

January 26, 2023

Unfortunately, boards sometimes screw up.

January 26, 2023

The board should understand the company’s broader ESG goals to ensure the right

January 25, 2023

In an unstable risk environment, directors must help their companies manage for

January 24, 2023

To guide companies toward their ESG goals, audit committee members should under

January 23, 2023

To withstand investor scrutiny, directors must understand industry compensation

January 20, 2023

Public boards may find it more difficult to afford favorable treatment to termi

January 18, 2023

Scenario analysis is crucial to the board’s ability to stay on top of major ris

My Board Journey

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Beverly Cole
Director: Bank OZK
 

Business Ethics: What Everyone Needs to Know

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A book review by Howard Brod Brownstein

Strategy, First and Foremost

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Bob Rock

Abortion and the Board

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Charles Elson

All Corporate Boards Should Have Director Term Limits

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Mandated limits on service time are the only way to guarantee new perspectives and fresh ideas.

New Report Gauges Boardroom Diversity Nationally and Worldwide

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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.

New Report Finds Asian Representation Lacking on Fortune 1000 Boards

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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.

Maintain a Holistic Viewpoint to Bolster Company Value

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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."

3 Ways to Boost Your Board’s Sustainability Learning Quotient

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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.