The imposter in the boardroom
Why self-doubt follows us into non-executive roles, and why it does not need to have the final word.
How well the board performs as a governing body: evaluation, dynamics, challenge, chairing, the relationship between the board and its chief executive, the information and time directors are given, and the quality of oversight. Distinct from board practice, which covers the mechanics of how boards run.
Why self-doubt follows us into non-executive roles, and why it does not need to have the final word.
A joint briefing paper (October 2026) setting out ten principles for board oversight of AI, with the questions independent directors should put to management.
Six principles designed to help corporate directors govern cyber risk.
AI has resurfaced a multi-decade debate around the necessity of specialists versus generalists on boards. We explore the topic in this 3-part series, starting with the historical context.
A broad library of practical director resources covering governance, risk, finance, board practice and emerging issues.
by Helle Bank Jorgensen
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