AI governance for corporate boards
As Canada advances its National Artificial Intelligence Strategy: AI for All, boards and management teams should proactively identify, assess, and manage AI-related risks. This legal update highlights key considerations for effective AI oversight and offers practical prompts to help organizations strengthen their AI governance frameworks.
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The first year of a CEO’s tenure is treated as a test of leadership when, really, it is a period of organisational integration that can shape long-term performance.
The FRC has published its Annual Review of Corporate Reporting 2025/26 & found that the quality of corporate reporting by FTSE 350 companies has been maintained.
Effective board leaders build relationships, showcase expertise, set high standards, and seek differing views.
Amy Rojik & Meroe Park, former CIA & Smithsonian Institute COO, explore how nontraditional leadership paths can strengthen board effectiveness.
This study focused on what experience today’s DAX board chairs bring to the table and how well this experience prepares them for the role of supervisory board chair.
This report provides a final update on the 2026 AGM season, covering key pay developments this year & an overview of Exec & NED market data for FTSE 100 companies.
Spencer Stuart researches board composition & governance practices among the largest U.S. companies & how they support effective governance. What themes ring true?
AI is moving rapidly - that raises a fundamental question: if a board uses an algorithm to make or influence a decision, who is accountable for the outcome?