The authority, influence and power that a board is able to exert can depend upon factors beyond applicable laws, regulations, listing requirements, license conditions and contracts. More experienced directors may better...
Read moreWith the privileges of limited liability for companies come certain obligations for their directors. These duties need to be addressed in addition to the responsibilities executive directors may have as managers leading business...
Read morePurpose, priorities, goals and objectives can sometimes be critiqued, discussed and resulting changes communicated more quickly than the time many companies take to periodically review the strategies they employ to pursue and...
Read moreSome countries will partially or wholly disappear as sea levels rise. Others will become largely uninhabitable or cease to be viable. As coastal cities are inundated, significant proportions of the national infrastructures of...
Read moreCustomers and other stakeholders may hold a diversity of views on what is excellent and innovative and employ differing criteria for deciding what represents excellence and innovation. These can also evolve over time and as...
Read moreOur futures and those of many other life forms on our planet are not assured. Unsustainable growth, lifestyles and business activities are adversely affecting the environment and biodiversity, using up scarce natural capital and...
Read moreReviews feature in prescriptive corporate governance codes that must be complied with or adopted on a ‘comply or explain’ basis and those that are voluntary recommendations. Their value, impact and strategic significance can...
Read moreBoard meeting agendas and the papers that directors receive relating to them can determine how effectively they discharge their legal and other duties and responsibilities and influence the areas which they may address and...
Read moreCorporate governance should be more than an attractive but thin veneer, or icing on a cake, designed to suggest that what lies beneath may be more substantial and closer to external expectations than might actually be the case...
Read moreIn addition coping with changing stakeholder requirements and priorities, technological developments, market dynamics, disruptions and crises, contemporary boards face a number of inter-related longer-term challenges. Tactical...
Read moreAbout Author
Director-General of IOD India for UK and Europe operations
Prof. (Dr) Colin Coulson-Thomas, President of the Institute of Management Services and Director-General of IOD India for UK and Europe operations. He has advised directors and boards in over 40 countries.
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