The Board Perspective - Number 1

Directors should spend a greater share of their time shaping an agenda for the future.

Directors report that they have a greater impact as they move beyond the basics.

Too many boards just review and approve strategy. Three questions can help them—and executives—begin to do better.

Active involvement can help companies capture more value—and develop a competitive advantage in deal making.

Focusing on future priorities and debiasing decisions help, too.

Many directors are feeling outmatched by the ferocity of changing technology, emerging risks, and new competitors. Here are four ways to get boards in the game.

CIOs, business executives, and board directors need a shared language to discuss IT performance in a fast-changing environment. Here’s a framework for those conversations.

At many companies, the whole organization is becoming more responsible for customer engagement. A few are extending this thinking to the boardroom.

It’s time to use a structured process for selecting the nonexecutive leader of the board. Defining the role is a good start.

Independent directors contribute an outside perspective to governance, but analysis of private-equity firms suggests they need relevant managerial expertise too.

Many boards have improved their structures and processes. But to become truly effective stewards of their companies, they must also instill the right mind-set and boardroom dynamics.

The amount of time board directors spend on their work and commit to strategy is rising. But in a new survey, few respondents rate their boards as effective at most tasks or report good feedback or training practices.

Five tips for directors and CEOs striving to make the most of their limited time.

Veteran director David Beatty finds many boards wanting—and considers how to improve them.

A collection of McKinsey insights focusing on boards of directors.