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January/February 2023 — Vol. XLIV No. 258
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THE BOARDROOM TECHNOLOGY DEFICIT
by Dan Konigsburg, William Touche and Jo Iwasaki
How well does your board of directors really understand the technology needs of your company?
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Digital tools, opportunities—and dangers—have transformed all spheres of business activity. As research from Deloitte reveals, corporate directors remain uneasy about how well they understand technology, its role in strategy, and how effectively their companies are preparing for a digital future.
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BOARDS AS STEWARDS OF SUSTAINABILITY
by Rachael De Renzy Channer and Frederik Otto
Today's board needs fresh knowledge, resources, and attitudes to lead on sustainability.
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Social, environmental and sustainability issues have rapidly evolved from a minor board agenda item to business and strategic concerns central to every element of governance oversight. How are boards baking these skills into their fiduciary role? How do they gain the knowledge, resources, and new attitudes needed to be stewards of sustainability?
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BOARD GOVERNANCE IN HIGH-GROWTH COMPANIES
by Michelle Carnahan
The governance needs of a young company differ greatly from public company conventions.
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The governance demands faced by large, public companies are well-known. However, large public corporations started out as small, private ones, battling day-to-day liquidity, talent and management issues. Young company boards tend to consist of founders and funders, but this limits their potential. Michelle Carnahan has first-hand experience in growing young companies. She finds that a purposeful approach to building a board can be the difference between success and failure.
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BLURRING LINES BETWEEN PRIVATE AND PUBLIC OWNERSHIP
by Michelle Lowry
Private companies are staying private longer (and growing bigger). How does this change governance?
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The governance borders between younger, private companies and more mature, public ones used to be fairly sharp. However, this line is blurring—private companies now stay private longer and raise more capital, and venture firms and similar investors pour more money into public companies. This blurring is also bringing changes to the role, makeup and functions of boards of directors.
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BEST PRACTICES FOR ESG LEADERSHIP
by Clarke Murphy
Here is how companies and their boards are turning ESG pledges into action
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Over the past decade, investors, analysts, activists and governments have steadily increased pressure on the world’s corporations to focus on social responsibility and inclusion. The only element still in question: corporate leadership in the C-suite and boardroom. Yet as we read below, some global companies are finding new ways to take the lead in shaping ESG business models.
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IN
REVIEW Index to
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SPOKEN
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