Seven items that boards should keep in mind as they consider and carry out their 2017 agendas.
In 2017, corporate performance will still require the essentials—managing key risks, innovating and capitalizing on new opportunities, and executing on strategy. But the context is changing quickly—and perhaps profoundly—as advances in technology, business model disruption, heightened expectations of investors and other stakeholders, and global volatility and political shifts challenge companies and their boards to rethink strategy development and execution, and what it means to be a corporate leader. Drawing on insights from our recent survey work and interactions with directors and business leaders over the past 12 months, we have highlighted seven items that boards should keep in mind as they help guide the company forward in the year ahead.
Also see On the 2017 Audit Committee Agenda for a wider discussion of upcoming governance matters.
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