Illustrated with real-life examples from interviews with board chairs, board members, CEOs, and investors, The Next Board explains how boards can master the dual challenge of implementing the best practices of today and also futureproofing an organization for the emerging challenges of tomorrow.
Illustrated with real-life examples from interviews with board chairs, board members, CEOs, and investors, The Next Board explains how boards can master the dual challenge of implementing the best practices of today and also futureproofing an organization for the emerging challenges of tomorrow.
Thomas Keil is a professor at the University of Zurich, Switzerland, where he teaches strategy and international management, and partner at The Next Advisors. Marianna Zangrillo is a corporate leader, business angel, investor, author, and partner at The Next Advisors.
Inhaltsangabe
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
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
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