The definition of board effectiveness has shifted dramatically over the past decade. In the aftermath of the global financial crisis and numerous corporate scandals, a director now confronts not only complex oversight accountability, but also personal risk and liability. Clearly, this is a job not for the faint of heart.
As the supply of courageous board candidates dwindles, global companies are in need of battle-tested directors more than ever — board members who fully understand and can actively engage in virtually all aspects of an enterprise's operations. To be truly effective, a board needs directors who can work as a group to clearly define their role and mission, and in specialized individual roles, such as succession planning, acquisitions and capital allocation.
To read the original article: A More Effective Board of Directors - Ana Dutra - Harvard Business Review
