For most of the last century, discussions of diversity in boardrooms were non-existent, except for those premised on the credentials of men eligible for the seats.
Read moreBoardrooms in Europe are becoming more diverse, but some countries are moving forward faster than others. When it comes to gender diversity, Norway, France and the UK are trailblazers, but other countries, for example Germany, Switzerland and Spain, are lagging much behind.
Read moreIn the last decade, increasing gender diversity has been a prominent issue for boardrooms and C-suites across the globe. Companies have faced calls for greater female representation at the board level from regulators, investors, and other stakeholders.
Read moreAnd the enabling conditions required to achieve board diversity are known and actionable. Fair employment practices (such as equal pay), participative leadership, top management support for diversity
Read moreFrom the beginning of my career, I noticed that working hard and being good at what you do is simply not enough to move ahead in your career, especially if you are a woman.
Read moreThe business world of today calls for a fundamental reinvention a foundational reset of how boards are structured and led, how they govern, and how they can be more forwardlooking.
Read moreOver the years, the occurrence of large scale corporate frauds in India has nudged organisations to relook at and strengthen (in some cases overhaul) their corporate governance framework.
Read moreESG reporting should not be boilerplate, instead, it's an organisation's chance to tell its story, using case studies and real examples in order to produce something bespoke, meaningful and informative.
Read moreThis constantly changing business environment requires Directors to have a sharp focus on the tools and resources that are available to support both fledgling and growing businesses.
Read moreBefore answering these questions. We must first agree that weaklink vs strong link theory applies to board environments. Why, because this theory relates to teams. Therefore, we must first agree that a board is a “team.”
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Bringing a Silent Revolution through the Boardroom
Institute of Directors (IOD) is an apex national association of Corporate Directors under the India's 'Societies Registration Act XXI of 1860'. Currently it is associated with over 30,000 senior executives from Govt, PSU and Private organizations of India and abroad.
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