Hacking the Boardroom
Tips and Tools to Make Your Board Survivable
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It's scary in the boardroom. Global board members now face punishing hands-on oversight demands for risk, technology, liability, diversity, and sustainability. Yet the "board of directors" system, our universal governance model, was never designed for such a demanding, tactical role. Board members urgently need solid tips, tools, and advice to make this exploding governance transition survivable. Ralph Ward's new book gathers these first-hand, best-practice "boardroom hacks" from around the world - intelligence that boards must have now to do a better oversight job, with less time, less effort...
It's scary in the boardroom. Global board members now face punishing hands-on oversight demands for risk, technology, liability, diversity, and sustainability. Yet the "board of directors" system, our universal governance model, was never designed for such a demanding, tactical role. Board members urgently need solid tips, tools, and advice to make this exploding governance transition survivable. Ralph Ward's new book gathers these first-hand, best-practice "boardroom hacks" from around the world - intelligence that boards must have now to do a better oversight job, with less time, less effort, and fewer legal dangers. These are "how-to" insights from front-line board members, CEOs, corporate staffers, top consultants, and legal advisors. Such intelligence is learned the hard way, through trial and error in most boardrooms. Now, readers can discover this valuable boardsmanship insight, collected in a single volume. Topics include: * What are the hottest new demands on boards (tech oversight, risk, ESG, etc.), and how are boards managing them? * How on earth does a director absorb the huge amount of data, reports, and research required for governance now? * How board committees are taking on the heavy lifting of oversight, and blueprints for committee management. * How smart boards and staff are turning technology, online board portals and meetings, and AI into practical tools to shake up meetings. * What sticky "behind boardroom doors" leadership, liability, personal, and process flashpoints bring the most danger, and how are directors resolving them?