A C-Suite business journal that disrupts common thinking around culture.
A leading indicator of an executive board’s success is its capacity to generate annual returns for shareholders. As accelerated innovation is heightening the demand for corporate agility and speed-to-market, securing this outcome is increasingly challenging. We can see the direct relationship between organizational culture and agility, engagement, and results. We know that culture is leader-led. Should that leadership extend to the executive board? If so, it is worth examining executive board culture for characteristics that improve or impede its ability to deliver returns in today’s ever-shifting corporate landscape. To begin, it will be valuable to consider how the corporate boardroom itself is evolving.
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