Jared Navarre is the founder and CEO of Keyni Consulting, CEO of Onnix, and chairman of the humanitarian groups IN‐Fire and Project AK‐47. He has designed resilient frameworks for humanitarian networks and guided over 250 organizations through moments of rapid change. In this article, he discusses the challenges of board governance in organizations with remote work arrangements.
Rupert Evill is founder of Ethics Insight, a firm that helps investors and corporate leaders uncover hidden governance and behavioral risks that traditional assessments miss. In this article, he discusses a trend he's seeing more often in boards, audit committees, and investment oversight groups—a difficulty spotting new risks early, even when boards invest adequately in governance, reporting, and controls.
Molly Rosen and Jeff Rosenthal are co‐founders and co‐CEOs of ProjectNext Leadership, where they partner with boards and executive teams to strengthen leadership pipelines, succession planning, and enterprise effectiveness. In this article, they discuss ways to improve succession planning for the C‐suite, and the board's key role in this effort.
Dr. Rosina L. Racioppi is president & CEO of AscentPoint Leadership, where sheleads strategic initiatives to help Fortune 1000 companies build strong pipelines of diverse, high‐potential leaders. In this article, she discusses ways in which executives can best prepare themselves for board service roles.
Betsy Atkins is currently chairman of Google Cloud Advisory Board, and a board member for GoPuff and Wynn Resorts. She is the author of Be Board Ready , in which she shares practical insights on networking, professional growth, and how to prepare for—and effectively use—your seat at the boardroom table. In this article, she explains how experienced boards develop early warning systems that help them sooner detect risks and develop effective interventions to better address them.
Malvika Jethmalani is founder of Atvis Group, a human capital advisory firm. In this article she explores oversight strategies for the incorporation of artificial intelligence in the boardroom.
Nazia Raoof is a CIO 100 award winner in financial services and board member at Kohl Children's Museum, Loyola University, and MoneyLIVE. In this article she discusses the governance issues posed by artificial intelligence for boards of directors.
Michael Toebe is a reputation and communications specialist at Reputation Intelligence. In this article he discusses the need for greater attention, humility, clearer understanding, and focus on matters of social trust, risks, and reputation among boards of directors.
David Chriki, David A. Gordon, Holly J. Gregory, and Andrea L. Reed are attorneys at Chicago‐based law firm Sidley Austin. In this article, they summarize ways in which AI may be deployed for board‐related functions and the associated legal and governance concerns that directors and their legal advisors should consider.
Guy Gresham is a global capital markets and ESG expert who formerly served as group head of Global Investor Relations Advisory at BNY. In this article, he draws on global insights—from Singapore to São Paulo, London to Lagos—to argue that the intersection of AI and climate is not just another risk category but a new operating system for governance.
Laura Patterson is president of VisionEdge Marketing, an Austin‐based consulting firm that helps clients in the for‐profit and nonprofit sectors improve their operations and succeed in their fields. In this article, she discusses how boards of directors can apply a customer‐centric approach to their strategies and decision‐making.
James Drury III is founder, chairman, and CEO at JamesDruryPartners, a leading board advisory services firm dedicated to optimizing board selection for America's top executives. In this article he explores the board's role in succession planning and specifically recruiting and replacing a CEO.
Dr. William B. Calder is Director of the Center for VVM Research. In this article he discusses how the boards of nonprofit organizations without values, vision, and mission statements can develop them.
Dr. Sonia Daniels is Founder and President of S. Daniels Consulting, a firm that specializes in strategic planning and governance for mission‐driven organizations. In this article, she discusses the importance of balancing the division of labor on nonprofit boards to drive board member engagement.
Frédéric Hebert is Chief Learning Officer at Rise Up, one of Europe's leading all‐in‐one learning and AI platform providers. Frédéric brings over 15 years of expertise in driving digital transformation within HR departments for Fortune 500 companies. In this article, he explains why it is time for learning and development to be part of boardroom discussions.
Dr. Noa Gafni is a thought leader and expert in social innovation. She speaks frequently on topics related to environmental, social, and governance (ESG) issues, contributes to leading publications, and consults with clients on how impact and inclusion drive innovation. In this article, she gives an assessment of the current backlash against ESG and diversity, equity, and inclusion and what it means for boards.
Sabrina Walker Hernandez is President and CEO of Supporting World Hope, where she emphasizes how a culture of accountability not only drives organizational success but also ensures compliance with emerging regulations. In this article, she explores the critical importance of accountability within corporate governance.
J.D. Pincus, Ph.D., is chief innovation officer at Leading Indicator Systems (d/b/a AgileBrain), focusing on emerging methods for measuring emotion and motivation, including the unified pyramid model of human motivation and the AgileBrain measurement technique. In this article he presents the application of his framework of emotional needs to the problem of board effectiveness.
Kilian Moote is a managing director within the ESG advisory practice at Georgeson, a provider of strategic shareholder engagement, proxy solicitation, and governance consulting services. In this article, he discusses trends for the coming year relating to environmental, social, and governance‐related proposals and other issues facing corporate boards.
Dr. William B. Calder is Director of the Center for VVM Research. In this article, he discusses the use of values, vision, and mission statements in the assessment of a nonprofit's performance by its board and senior leadership.
