THE fast-paced nature of the dynamic business world underscores the critical importance of effective board governance. With the rise of shareholder activism, boards now bear the responsibility of not only charting a course for long-term success but also skilfully navigating an array of modern complexities, encompassing the well-being of people in the organisation, the promotion of values, and the nurturing of corporate culture.

The recent high-profile news stories surrounding the unusual governance structure of OpenAI’s board, the departure of Binance’s chief executive officer and its subsequent US$4.3 billion in penalties, NatWest’s CEO ousting, and the failure of Silicon Valley Bank all highlight how boards can no longer operate in silos.

They are also a reminder that the role of boards and how they need to function are changing.