Mastering The Five Phases Of Transformation
How board members can guide sustainable, human-centered organizational change.
Corporate Board Member
Since 1998, Corporate Board Member has served as the preeminent board leadership publication for directors and senior executives of publicly traded companies.
Insights
Analysis and perspective on the most important governance issues facing boards today.
How board members can guide sustainable, human-centered organizational change.
A playbook for a fast-transforming world.
Companies doing business in the EU face a slew of broad, demanding reporting requirements—with possible enforcement by Delaware courts.
Aligning pay programs with succession planning can facilitate smooth transitions, protect your leadership pipeline and prevent costly, reactive decisions.
These are the areas where significant action is expected in 2026—and the implications for audit committees are worth a close read.
Three findings from the CAQ’s 2025 Institutional Investor Survey stand out for audit committees.
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Digital version of the latest articles published in Corporate Board Member.
Raj Gupta, veteran of 15 public company boards, including Hewlett-Packard, DuPont, Tyco, Arconic, Airgas and Delphi/Aptiv, says a new era of disruption requires a new kind of governance. More strategic. More engaged. More focused. His playbook for a brittle, anxious, nonlinear and incomprehensible world.
With informers and subpoenas, the Trump administration wants to root out preferences of any kind.
As history shows, boards that cling to static models risk falling behind. Here are six strategic moves to help boards refresh their composition, stay ahead of disruption, and build governance fit for the future.
An M&A surge has seemed imminent for years, but even a more favorable regulatory environment, increased private equity sales and strong corporate balance sheets may not be enough to get things going in 2026.
Record-high turnover at the top hasn’t unnerved boards, but a new survey by Corporate Board Member and Farient Advisors points to potential vulnerabilities.
Recognized with the Greatest Impact on Corporate Boards Award for her work leading key rule-making initiatives, former SEC Chair Mary Jo White shares insights on what boards navigating today’s regulatory climate need to know now.
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Does your board struggle with top-quality decision-making? Blame your biology, say experts at Corporate Board Member’s Director Forum in Scottsdale. Three simple things will improve the situation dramatically—and immediately.
As AI spreads through decisions, relationships and value creation, the board’s job isn’t to chase tools, but to define principles, test tradeoffs and protect the human judgments an organization can’t afford to automate away.
A quick guide to understanding the legal implications.
A growing number of directors believe someone on their board should be replaced. But performance isn’t just about who’s in the room, but about how they work together. From governance culture to consensus-building, these strategies can help every board raise its game.
The rapidly spreading autonomous agentic AI system highlights how agent-based technologies are advancing faster than controls. Here’s what boards can do now.
Your audit playbook wasn’t built for AI. That’s a regulatory blind spot—and enforcement actions are coming.
As more companies consider reorganizing their boards to better compete in an extremely unpredictable marketplace, it’s important for board members to proactively take stock of their expertise.
The leaders who consistently outperform their peers are not better strategists. In my experience, they are better architects.
How boards can back their CEOs when they feel pressured by government.
There’s often a lack of understanding as to what AI aptitude a board should have. These four AI archetypes can help boards start to decipher what expertise they need.
As market conditions swiftly change, an open-minded approach to board composition and business strategy is crucial. Here’s what boards should consider.
Does your board struggle with top-quality decision-making? Blame your biology, say experts at Corporate Board Member’s Director Forum in Scottsdale. Three simple things will improve the situation dramatically—and immediately.
How board members can guide sustainable, human-centered organizational change.
A playbook for a fast-transforming world.
The leaders who consistently outperform their peers are not better strategists. In my experience, they are better architects.
As market conditions swiftly change, an open-minded approach to board composition and business strategy is crucial. Here’s what boards should consider.
The Supreme Court just invalidated most of the president’s tariffs. Before you exhale, perhaps ask a few questions of your team.
Raj Gupta, veteran of 15 public company boards, including Hewlett-Packard, DuPont, Tyco, Arconic, Airgas and Delphi/Aptiv, says a new era of disruption requires a new kind of governance. More strategic. More engaged. More focused. His playbook for a brittle, anxious, nonlinear and incomprehensible world.
A review of 37 S&P 500 proxy filings shows continued growth in CEO security perquisites, evolving language around ESG and DEI, and limited tariff impacts on executive pay.
Recent analysis of incentive designs from three leading S&P 500 sectors shows that innovation does not require reinventing compensation.
Here’s how compensation committees can review and adjust performance-based LTI goals after an acquisition to align incentives and drive value in both small and large deals.
How private companies can benchmark and design competitive director pay that fits their governance needs and the talent market.
Five questions every compensation committee should ask when evaluating pay programs.
What public company boards need to know—and can learn from—private equity company compensation practices
AI isn’t just changing what companies do. It’s dismantling how they’re built—and boards need to govern the redesign.
The shortage of AI-literate directors is pushing boards to look beyond conventional recruitment and start building a stronger future bench now.
There’s often a lack of understanding as to what AI aptitude a board should have. These four AI archetypes can help boards start to decipher what expertise they need.
As AI spreads through decisions, relationships and value creation, the board’s job isn’t to chase tools, but to define principles, test tradeoffs and protect the human judgments an organization can’t afford to automate away.
Five steps boards can take to ensure businesses are ready for an AI-enabled world.
The rapidly spreading autonomous agentic AI system highlights how agent-based technologies are advancing faster than controls. Here’s what boards can do now.
Aligning pay programs with succession planning can facilitate smooth transitions, protect your leadership pipeline and prevent costly, reactive decisions.
Four ways boards can identify CEOs with the judgment, agility and enterprise leadership required to navigate an unpredictable future.
From unexpected exits to activist pressure, boards are facing more CEO transitions. Planning for an interim leader could be your smartest move.
With CEO turnover accelerating and leadership trust eroding, succession planning is no longer optional—it’s a strategic imperative. Here’s how both outgoing and incoming CEOs can lead smoother transitions and protect long-term value in an era of constant change.
Succession planning is taking center stage in boardrooms in 2025, with more directors than ever identifying it as a top strategic priority amid rising executive turnover and mounting leadership pressures.
After a year of losses and controversy, it’s time for Tesla’s board to confront hard truths—and maybe harder decisions.
Communication during disruption is not simply a management function but a governance responsibility.
As investor influence expands beyond earnings season, companies need better ways to control their narrative.
Boards should lean into early shareholder engagement, tighter legal framing and proactive transparency on workforce metrics to reduce litigation risk and preserve flexibility.
How vote projections guide board decision-making on proxy proposals.
The targeted companies (and others) will now need to determine whether their company is engaged in any controversial social issues and develop strategies to defend against having their business policies labeled as “woke,” or worse, illegal.
Research suggests proxy advisors’ influence on shareholder votes is far more limited than critics claim, raising questions about whether restrictive executive orders are the right policy response.
Even as boards face rising pressure from anti-DEI activists, directors can safeguard board diversity by shifting from easily attacked written policies to resilient, performance-driven selection practices.
The difference between ‘useless’ and ‘fantastic’ isn’t always performance—sometimes it comes down to chemistry.
With informers and subpoenas, the Trump administration wants to root out preferences of any kind.
In today’s climate of volatility and reinvention, boards that view workforce planning as an HR sidebar are missing a vital lever for value creation.
How boards can understand, oversee and hold management accountable for building and sustaining a resilient corporate culture.
A new workforce study shows today’s workers are feeling the squeeze from flatter management layers, tighter salaries and more.
Companies doing business in the EU face a slew of broad, demanding reporting requirements—with possible enforcement by Delaware courts.
Boards should lean into early shareholder engagement, tighter legal framing and proactive transparency on workforce metrics to reduce litigation risk and preserve flexibility.
Meta just paid $190 million to settle a privacy lawsuit—and it won’t be the last. With privacy laws multiplying across the globe and AI raising new risks, boards need to make three critical moves before 2026.
Research suggests proxy advisors’ influence on shareholder votes is far more limited than critics claim, raising questions about whether restrictive executive orders are the right policy response.
Supply chain compliance cannot be about just avoiding penalties. It needs to be about building trust and agility for operations to thrive.
With informers and subpoenas, the Trump administration wants to root out preferences of any kind.
Shareholder activism is on the rise and could accelerate under the Trump administration, which will bring new focus to the role of proxy advisory firms.
Elon Musk’s recent bid for the Tesla board to invest in his new AI startup leads to questions about where boards should draw the line.
A letter the shareholders sent to the board suggests several factors that might have influenced these directors to step down.
The possibility of a CEO using or abusing illegal substances or prescription drugs presents several questions for the boardroom.
C-Suites will soon be responsible for integrating modern sustainability strategies within their organizations’ financial reporting—and boards will be responsible for oversight—but many don’t know where to start or how to track emissions.
Unless the answer is a definitive “no,” the time is now to lay the groundwork for the reporting requirements.
As more companies consider reorganizing their boards to better compete in an extremely unpredictable marketplace, it’s important for board members to proactively take stock of their expertise.
New appointments highlight a strong preference for seasoned leaders with global and cross-sector expertise—prompting fresh questions about board succession and generational balance.
New to board service? These recommendations can help put you on the right foot in your first role—and serve as a guide for improvement.
From intensifying shareholder expectations to ever-evolving technology and pricing strategies, directors share insights on navigating the cross-currents facing today’s boards.
From sports achievement and political stardom to stellar service in corporate boardrooms, J.C. Watts shares the elements of an approach that has made him America’s top value-creating director. ‘If there’s no integrity, strategy doesn’t matter.’
The ruling may ease some directors’ minds, but it doesn’t mean the end to similar lawsuits in the future. Here’s what boards should consider now.
