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Representation is important — but it isn’t enough to make meaningful progress alone. To get the most out of a diverse board, it’s critical not just to recruit a few women or people of color, but to take an intersectional approach to diversity, challenge assumptions around status and experience, and invest in building a culture of true inclusion....

CII recommends limiting for-profit, corporate board service as follows: Directors who are employed full-time by a for-profit corporation should serve on no more than two total for-profit boards. All other directors should serve on no more than four total for-profit boards. Companies should disclose all board members’ for-profit, corporate directorships....

Companies with diverse boards of directors have been shown to outperform their competitors. These companies are less prone to stock instability, demonstrate increased investment in development, and see higher ROI for investors. The evidence has shown that the more diverse a board—in all forms—the better an organization performs overall...

Many directors tell us that that there is room to improve board materials. They want more management insights, better-highlighted risks, and shorter and more summarized materials. For audit committees, effective pre-meeting materials are critical given the volume of materials...

(W)hile financial literacy is part of every M.B.A. curriculum, the same isn’t true of cybersecurity. One executive we spoke with described the problem this way: “You typically don’t have to explain to members of the audit committee how a financial statement...

Boards need to resist the tendency for information to become siloed, which can occur as a result of different members of management reporting on multiple sources of data into different committees. For example, whistleblower reports can land in the audit committee, while feedback from employee surveys...

Leading practices for boards that are highly effective in overseeing cyber risk begin with driving cyber awareness with a strong tone at the top. Proactive boards often participate in organizational ...

New board members should strive to forge strong interpersonal relationships from the outset, and understand the values and motivations of the people around the table so that they quickly become...

First-time CEOs produced higher market-adjusted total shareholder returns over their tenure, led three years longer on average and with less volatility in performance than CEOs with prior CEO experience. Freed from the conventional wisdom that experience is always better, boards and other hiring leaders can...

There is a correlation between gender-diverse boards, risk taking and business failure. In other words, putting women in the boardroom can help companies do better. The presence of women helps to temper the overconfidence of male chief executives, which improves overall decision making; one study found the insolvency rate of companies with all-male boards is 49% higher than...