The great board reboot
The way that board directors think, operate and collaborate is changing.
As their value
and remit is reassessed, we examine
what it takes to build better boards.
The new board agenda
New research among board directors reveals how they are embracing an evolution in their role and responsibilities.
The report, based on the findings of a global survey of more than 600 Financial Times readers who currently sit on boards, as well as interviews with leading experts, finds that board members must be able to detect risk and opportunity like never before.
It discovers that the role of the board director is undergoing profound change. Individual and collective expectations are rising. The way that directors are recruited, trained and developed is being reshaped. And the composition of the board and the breadth of its expertise is under intense scrutiny.
The board agenda has always been packed. Now it comes with added complexity.
Boards have to show the sort of leadership that pulls the best of their organisation’s people and thinking into play. The best ones do exactly that — they are made up of people who are curious and committed – and who understand that the world changes, often in unexpected ways.
Executive Chairman and Co-Founder at Volans Ventures
A changing profession
As board directors face new challenges, they seek new sources of insight and knowledge.
What are the greatest strategic challenges currently facing the board you sit on?
In which of the following ways, if any, do you expect the model of board governance to change over the next two years?
In which of the following areas do you most need to improve your knowledge to become a more effective member of the board?
How valuable are each of the following in helping you fulfil your board responsibilities?
