Behavioural biases underpin a lot of what we think, see and do.
Boards, of course, are just groups of people, and as an entity, are vulnerable to the same weaknesses as individuals. Working as a group may in fact make board members more, not less, susceptible to the dangers of groupthink and other b..
Voting is the way boards make decisions on organisational strategy and many other issues.
Formal votes tend to follow a set process that requires a board director to propose a motion and another director to second it. But a wealth of other, less formal decisions also need to be made – anything from ..
Traditionally, remuneration decisions have been made by an organisation’s board and most senior executives.
Today, with an increasing focus on good governance, a specialist remuneration committee is often set up to make decisions about reward. Sometimes this is a subset of the board; sometimes a com..
Increasing numbers of organisations are turning to board portals as their solution of choice for delivering board papers.
This shouldn’t be surprising: a portal-based approach can improve the professionalism of your board packs; save you significant time and money; and make papers more user-friendly..
The function of a board of directors is to asses the business strategy and direction whilst meeting shareholder and stakeholder interests to ensure prosperity. Its role includes dealing with business and financial issues relating to corporate governance, social responsibility and ethics.
Strategy should be the very essence of the board.
The remit of directors – executive or non-exec – should be to identify corporate objectives and put in place actions to achieve them. And in many boards, this is the case.
But all too often, boards can get bogged down in the detail, to the detriment ..
The need for greater board diversity has never been stronger than right now.
The wide acceptance of this need in the world of corporate governance is highlighted, not by the fact that it is a hot topic, but by the interrelationship between positive business performance and workforce diversity. Divis..
The directors and senior leaders who make up your board have wide-ranging responsibilities.
They need a good grasp of all the issues – internal and external – that impact your organisation’s performance, direction and decisions. And with limited time to understand the details of all areas of corpora..
A new survey has fascinating insights into the ways British employees’ time is wasted in meetings.
HR Grapevine reports that over half (55%) of British employees waste time waiting for other attendees to join meetings.
49% spend ten minutes trying to find the meeting room (presumably, some of these ..
A new report suggests so.
The Female FTSE Board Report, published by Cranfield University’s School of Management claims that women are being given board appointments at FTSE 100 companies for ‘symbolic value’ as they serve a shorter tenure than their male counterparts.
Best practice board meetings are an art. Here, we examine the strategies you can use to ensure your meetings are well-run, and all your directors are well-prepared.
In recent blogs, we’ve looked at how you can give your board meetings the purpose they need to be effective and how best practice chair..
Having a clear purpose for a board meeting is essential. If you want to maximise its effectiveness, a clear and communicated purpose is vital.
But too many meetings – boards, committees or otherwise – operate with a sub-optimal structure and no clear objective.
Last week, we announced that our company name is changing to Simplifie.
Why the change – and why do names matter? We look at the reasons behind our new name.
Is the corporate board broken? An article in Executive Grapevine this week suggests that it is. Let’s look at the evidence and ask, if the board is broken, how can we make it better?
An interesting article this week explores ‘board malfunctions’ and the problems that arise from dysfunctional boardrooms.