1. The changing external context:
- Shifting power balance among the US, Europe, China and the Middle East.
- Approvals of acquisitions and strategy issues like those of Facebook and Amazon.
- Adaptation to digitization.
2. Decisions only the board must make:
- What high-quality decision-making looks like
- The three main forms of decision-making delegation
- The role of committees
- Delegating to the management team
- Subsidiaries and Special Purpose Vehicles
Boards can take help from anyone, but they only should finally make them, and they should be accountable for them.
3. Directors to be on the cutting edge of relevant information and knowledge. Need for independent information.
- Director Effectiveness as a key feature of board effectiveness
- Director selection
- Director competencies – getting the best team into place
- Director attributes – knowledge, skills, experience, independence and diversity
- Director induction, development and succession planning
- Identifying danger signals
- Director remuneration rules and disclosure
- Staying current and vital
4. Board and management partnership and board independence at the same time.
5. Helping the CEO perform better. Balancing short-term and long-term.
6. Detecting signs of CEO failure. Ford 2015.
7. Why boards fail?
- Board roles and relationships
- Tone from the top
- Culture, values and behaviours
- Ethical leadership
- Case Discussion:- Ford 2000-2007, GE, Wells Fargo.
8. Board’s future composition and board leadership.
- Nine trends that could change the face of boards by 2030
- Gender-diversity gains spread through market
- Fresher boards
- Industry specialists
- Smaller boards
- Institutional shareholders
- Reduction in board meetings could drive composition change
- Board internationalisation
- Robo directors
9 . Management vitality and succession planning.
10. Beyond compliance. Reorganizing the work of the board. Time allocation. Board evaluation tools.