Boards are now held to account for a far wider definition of organisational performance - whether that's ESG, the triple bottom line or stakeholder capitalism - and the risks of failure are material. How can boards assure themselves the organisations they lead are skilfully navigating these new decision-making criteria? What needs to change in the boardroom to make better decisions with a far-wider set of criteria? What will it take for boards to thrive in this new world?
Originally recorded on 29/10/20