Boards can start by examining their existing composition and identifying their specific diversity needs.

Boards must help their companies capitalize on the benefits offered by artificial intelligence.

Artificial intelligence is seeping into every part of our lives, and interest and investment into this technology continues to surge. Though we are most familiar with its application for personal use (think Siri, maps and navigation, chatbots, e-payments, etc.), what is less discussed are AI’s wide-ranging applications for businesses, specifically boardrooms. 

Tailor your CEO succession planning process to your company’s specific needs and ensure long-term success.

Board strategy should strike a balance between short-term disruption and long-term transformation.

What factors do directors have to consider as businesses move into the next stage of the internet?

As organizations pioneer new ways of working in the metaverse, billed as the next stage of the internet, boards must weigh the potential value that could be realized from adoption of the metaverse with the inherent risks implementing its embedded technologies. 

Boards can help their companies by setting processes now and determining how the companies’ tax story should be told.

In 2015, the Organisation for Economic Co-operation and Development (OECD) launched country-by-country (CBC) reporting. At the time, there was widespread concern that taxpayer data would be used for other purposes and ultimately made public. This concern is about to become a reality.

Gender diversity in the boardroom is slowly increasing, according to the findings of 2022 Inside the Public Company Boardroom, a report released in January 2023 by the National Association of Corporate Directors. The report, which was released in conjunction with Pearl Meyer, Main Data Group and MyLogIQ, found that 41% of new director appointees were women.

According to Global Corporate Governance Trends for 2023, the latest report by Russell Reynolds Associates, the three most pressing issues for boards on a global scale for the rest of the year and beyond involve skepticism about board quality, increased focus on the role of the CEO, and development of ESG programs and disclosures.

A book review by Howard Brod Brownstein

Broad talents are needed for a board, but there’s no substitute for the experience of a current chief executive.