Stephen Conmy 
With many companies having had to rethink their pre-pandemic strategies, the role of the board is changing rapidly. Companies are demanding innovative, hands-on boards and strategic directors. The question is, what strategic skills do directors need to develop?
It is now clear that our connected world is fragile and that there are many other major threats on the horizon. As a leader, you need to get to grips with crisis planning.
Today’s board members and company directors need to have the skills and the insights required to succeed in the boardroom.
The CEO/Chair relationship is one of the most important in any organisation. If the relationship between the CEO and the Chair is toxic rather than healthy, the organisation will suffer.
In this panel discussion, Claire Morrissey, a partner and head of the data, commercial and technology practice at the Maples and Calder law firm, discusses why directors and board members must be very informed regarding the risks associated with data.
Olga Croft is a management consultant who aspires to be a non-executive director and board member. Here, she discusses how (and why) she is preparing to become a non-executive director.
Many startups fail because they have disagreements between the founding team, or lack expertise in areas like sales and marketing. These issues can be avoided with a robust and supportive board.
There is a global talent shortage in the arena of sales. Not being able to recruit, employ and retain great salespeople is a considerable risk for many companies.
Fiona Hathorn is the CEO of Women on Boards UK. In this insightful interview with Heidi Staples, Fiona discusses the many issues facing today’s boards.
How can we plan for the business year ahead when so much is unknown? How can we carry out strategic planning when the landscape and rules seem to be changing by the hour?
