Boards & Corporate Governance

Any corporate purpose, however laudatory or noble that mission may be, must be accompanied by strong governance.

The number of women on corporate boards has risen substantially over the past decade, but the growth rate is slowing. Why?

Shareholders are just one group of stakeholders who matter. Suppliers and employees do, too.

Alternative financial metrics have become increasingly ubiquitous and more detached from reality.

Within organizations, cybersecurity needs to be everyone’s business — including the board’s.

There are many good reasons why companies should comply with TCFD disclosure recommendations.

After an ethics scandal, one company took an unusual step: Shifting its focus toward sustainability.

Artificial intelligence helps doctors make better diagnoses. It can do the same for corporate leaders.

A new approach to scenario planning can help companies reframe their long-term strategies.

Boards need to take charge of share repurchases as part of the capital management strategy of their companies.

Accounting scandals led to more independent corporate boards, but this trend has financial costs.

Do nonfinancial metrics accurately reflect performance? That depends on what you measure — and how.

To limit risk, boards should take a tough, honest look at why the C–suite has so little diversity.

The 2016 MIT Sloan Management Review/BCG Sustainability Report finds investors’ concerns are being overlooked by executives.

Research finds three key reasons boards fail at CEO succession planning.

Global economic leaders have made it clear: Companies cannot neglect environmental and human rights responsibilities.

Strategic thinking by corporate boards is more important than ever for business survival.

Does paying outside board members with equity grants lead to less socially responsible behavior?

Is board oversight — helpful as it can be — detrimental to innovation?

Boards need to monitor not only a company’s risks but also its ability to generate opportunities.