Men and women both offer unique, valuable contributions to company boards. To reap these benefits, organizations should continue to increase gender diversity.
A new study finds that women improve cyber risk management by bringing new perspectives and skills to the decision-making process of company boards.
Voluntary regulation has helped company boards become more diverse but has been more successful in certain countries.
Contrary to popular belief, boards of directors are not the ones who establish whistleblowing procedures. Instead, boards depend on their management teams to implement them.
Good board governance starts with understanding the mandate and role of the board and then follows through with structure, robust processes and practices.
Musk, who revived his bid for Twitter after the social media company’s board sued to enforce the deal, has been very critical of its board.
A study of 3,000 companies found a correlation between local ‘social capital’ – which measures such variables as voter turnout and census response rates – and more women on corporate boards.
A new study involving extensive interviews with dozens of directors shows that they see their roles as more about supporting executives, not challenging them.
Bad behaviour and toxic culture at a company can be corrected if the organization’s board of directors states clearly the values they are looking for in a CEO.
Board directors of our biggest companies simply aren’t equipped to take on management. An idea floated 50 years ago could help.
The attitudes and behaviour of employees are impacted much more strongly by the actions of their bosses than by their words. And the CEO is the most visible and powerful role model of all.
For the first time in South African company law, courts can declare directors delinquent. This new remedy must not be abused by those with the power to use it.
Directors who are unfairly kicked out of office by a hostile board face challenges since the legal remedies open to them are unclear.
Steinhoff was the darling of investors, asset managers, analysts and financial journalists. But its success was built on shaky foundations.
The allegations raised in a book on the Trump administration by Bob Woodward and an anonymous op-ed would be enough to get most CEOs fired.
The corporate sector owes David Murray a debt of gratitude for starting a debate about ASX governance rules that lead boards to delegate matters that are properly their responsibility.
Evidence to the Banking Royal Commission points to the systemic failings of corporate governance built on the idea of shareholder primacy. It’s time to rethink the unitary board system for a start.
The only predictor of boards reaching 30% female directors is if it has a director who sits on another board that has already met the target.
Gaps in the two tier board structure which is favoured in Europe may be partly responsible for the Steinhoff corporate scandal.
The ASX code was written by, and for, corporate insiders. The council that regulates it is not monitored by a government body, and its members are not elected.