Board Governance
9 articles
Five Criteria Boards Should Use to Evaluate and Select a Fractional C-Suite Executive
Boards must adopt a structured, five-criterion framework to rigorously evaluate and select fractional C-suite executives. This process ensures strategic alignment, clear governance, and effective risk mitigation, moving beyond instinctual decision-making.
Five Considerations for Boards Appointing Independent Directors with Emerging Technology Expertise
Boards recruiting independent directors for emerging technology oversight must prioritize strategic foresight and business consequence analysis over operational fluency. This involves evaluating candidates on their capacity for constructive challenge, risk acumen, and ability to translate technological shifts into long-term strategy.
A Six-Domain Diagnostic for Boards Assessing AI's Impact on the Workforce
Boards require a structured, repeatable diagnostic framework to systematically assess AI's impact on the workforce. This six-domain approach helps boards identify specific oversight areas and integrate findings into committee responsibilities for sustained governance.
Before You Create That New C-Suite Role: A Four-Question Framework for Boards
Boards must use a four-question framework to strategically evaluate the necessity and integration of new C-suite roles, such as Chief AI Officer, to avoid creating silos and ensure enterprise capability. This structured approach helps decide between a dedicated specialist or embedding responsibilities into existing executive remits.
Six Domains Where Boards Must Take Charge of AI-Driven Workforce Strategy
Boards must shift from treating AI's workforce impact as an HR issue to governing it as an enterprise transformation. A structured, domain-based approach covering strategy, talent, risk, culture, and ethics is crucial for effective oversight.
Appointing a Non-Executive Chairperson: Five Factors That Should Drive the Board's Decision
Appointing a non-executive chairperson is a critical governance decision requiring a structured evaluation beyond impressive CVs. Five key factors—independence, leadership style, CEO relationship management, strategic skills, and personal qualities—should drive the board's choice to ensure effective oversight and strategic success.
Tourist, Weapon, or Orchestrator: How Boards Should Diagnose Their Corporate Venture Capital
Boards can diagnose their Corporate Venture Capital (CVC) programs using a three-stage maturity model—Tourist, Weapon, or Orchestrator—to ensure it becomes a strategic asset rather than a discretionary expense. This framework helps identify governance, talent, and structural changes needed for CVCs to shape corporate roadmaps and drive future resilience.
Five Considerations for Boards Appointing a CHRO or CPO Who Can Actually Shape Strategy
Boards must evolve their hiring criteria for CHROs and CPOs to identify strategic partners, not just HR administrators. This involves evaluating candidates on their ability to integrate with the C-suite, manage enterprise risks, develop future-focused workforce strategies, and contribute to board-level governance.
CEO Succession Planning: A Three-Phase Framework of Questions Every Board Should Work Through
Effective CEO succession planning requires boards to treat it as a continuous, structured process, not an annual event. This article presents a three-phase framework to guide boards in defining future leadership needs, building a candidate pipeline, and ensuring a successful transition.