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Full Description
Hardly a month goes by without news of a high‑profile corporate failure that raises the question of the role of the board. Why do boards of directors find it so difficult to steer the company and its management team? Topics such as digitalization, cybersecurity, AI, and sustainability have taken center stage, while multiple crises and the new geopolitical environment are forcing firms to operate in highly turbulent environments.
Illustrated with real‑life examples from interviews with board chairs, board members, CEOs, executives, and investors, The Next Board provides unique insights on how boards can master the dual challenge of implementing the best practices of today while futureproofing an organization for the emerging challenges of tomorrow. Through the lens of the "board diamond" - purpose, people, structures and processes, leadership, and performance evaluation - this book introduces the building blocks that are central to implementing best practice. Furthermore, it provides a practical framework to configure them differently depending on the context of the company. These practices are brought to life with case studies and interviews with directors from some of the most successful firms from across the globe, including ABB, ASML, Avnet, Bertelsmann, Engie, Ericsson, IBM, Inditex, Kellogg, McKesson, Nestlé, Nokia, Novartis, Paypal, Santander, Target, and UPS.
This book provides directors, board chairs, CEOs, senior executives, and C‑suite managers, who are preparing for future board assignments, with tangible advice on how to develop their boards and how to succeed as directors.
Contents
Introduction, Part I: Boards' struggle between the challenges of today and tomorrow, 1. The dual challenge of the modern board 2: Dealing with the dual challenge of the board: the board diamond, Part II: Key building blocks of effective boards, 3. Board purpose and the roles of the board, 4. Who should be on the board: people, roles, and personalities, 5: Structures and processes in modern boards, 6. Leading the board: the board chair or lead independent director, 7. Board evaluation and development, Part III: One size does not fit all: adapting boards for different contexts, 8. Board design for private versus publicly listed corporations, 9. Board design in different strategic situations, 10. Board design and the institutional environment, Part IV: Envisioning the future of governance, 11: Making boards efficient, agile, and resilient to disruption
