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.

This update highlights key considerations for effective AI oversight & offers practical prompts to help organizations strengthen their AI governance frameworks.

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?

Boards can apply five tactics to ensure they integrate geopolitical considerations effectively into their decision making.

Join Amy Rojik & Matthew Becker, as he reflects on his journey to the top, exploring what it means to move from influencing decisions to owning them.

This latest report explores why senior lawyers remain underrepresented in UK boardrooms. The research suggests the problem is not capability but perception.

This report shows the latest sign of an enduring problem with board effectiveness — a persistent gap between potential and performance.

A joint WTW-Cevian report examining how pay, ownership and time commitment can strengthen FTSE 100 boards and support long-term value creation.

Family businesses build independent boards when growth, succession, or complexity makes the old way of governing impossible to sustain.

Supriya Manchanda and Tim Reid examine what the Mills Review means for AI governance and board oversight in financial services.

This article gives insights into a shift that boards must do: They must move from viewing AI as a technology initiative to a core enterprise transformation agenda.

The FRC has published insights to support boards, preparers and investors in the application, and assessment, of materiality within corporate reporting.

This report provides boards, chairs, NEDs & advisers with a clear framework for understanding how climate competency can strengthen governance & improve oversight.