The Board Perspective - Number 4

In a conversation with a board director and former diplomat, two McKinsey experts offer advice on how boards can guide their organizations through volatile times.

Board experts explain how directors can meet the demands of growing agendas.

Three experts discuss the challenges corporate boards face in managing growing geopolitical risk, and how to tackle them.

Geopolitical risk is at the top of the CEO agenda. Board members can help by sharpening their understanding of the geopolitical context, monitoring developments, and exercising oversight over the controls to mitigate these risks.

Boards of directors can help executive teams build the foresight, response, and adaptation capabilities they need to manage future shocks.

Boards are responsible for how generative AI is used at the companies they oversee. Asking company leaders the right questions will help unlock the technology’s value while managing its risk.

Serving on a corporate board can open new career vistas while rounding out your skills and experience. But how do you join one? Here are six steps to becoming a board member.

Public-company boards can boost their effectiveness by embracing key strategies from the private equity playbook to enhance value creation and long-term impact.

As the board’s role becomes ever more complicated, stronger partnership with management, especially the CEO, can help directors create the most value for their organizations.

In the face of unprecedented change and disruption, CEOs are actively engaging their boards to drive their growth agenda.

This second article in a series on CEO–board communication lays out principles for thoughtful preparation, productive sessions, and ongoing engagement.

Directors are spending more time on their work, yet few say their boards are better at creating long-term value. Survey data highlight the operating models that correlate most with value creation.

A collection of McKinsey insights focusing on boards of directors.