Boards' most important job: Lessons from a 100-day CEO
The chief executive failed and so, initially, did the board. Ethics, contracts and scrutiny matter.
While New Zealand’s ports are not generating a sufficient return on capital, it can be fixed over time, says Sue Sheldon DistFInstD.
Hypothetical scenario-based exercises highlight key strategic questions for board action, says Chorus Chair Mark Cross CFInstD.
Chair of the Year Jan Dawson CNZM, CFInstD says the board should determine the appropriate metrics and monitor performance regularly.