Reviewed By Vijay Karkare Managing Director @Cornerstone IndiaA board evaluation can look straightforward on paper. Directors complete questionnaires, meetings are reviewed, individual contributions are discussed, and an annual assessment is documented. But a meaningful evaluation asks a more important question: Is the board equipped and able to perform the...
Reviewed By Vijay Karkare Managing Director @Cornerstone India The CEO–board relationship is the working dynamic between an organisation's most senior executive and its governing body — encompassing strategic alignment, performance accountability, succession planning, and the trust infrastructure that allows both to function at their best under pressure. It is also...
Reviewed By Vijay Karkare Managing Director @Cornerstone India Corporate governance is often judged by outcomes—financial performance, risk management, regulatory compliance, and shareholder value creation. However, behind these outcomes lies a critical factor that receives far less scrutiny: the effectiveness of the board itself. Boards are expected to oversee increasingly...
C-suite transformation refers to the deliberate redesign of an organisation's senior executive structure, capabilities, and operating model — to align leadership with where the business needs to go, not where it has been. In 2026, this is one of the fastest-growing areas of strategic investment globally. Global...
Board evaluations have structured ways to look at how well a board is working, including how decisions are made, how well committees work, and how directors work together and individually. When done well, they make governance, accountability, and long-term performance better. Done poorly, they become...
A recent PwC India report revealed that only 55% of board members believe their peers are well-equipped to navigate current business challenges. In an era defined by digital disruption, geopolitical tension, ESG imperatives, and rising shareholder activism, selecting the right board director is no longer...
“Diverse boards don’t just reflect society better—they perform better.” — Harvard Business Review Across Indian boardrooms today, the conversation has shifted from “why diversity?” to “how to achieve meaningful diversity?” Whether gender, experience, age, culture, or domain expertise—board diversity is no longer a social ideal;...
The CEO role has never been more scrutinized—or more consequential. As markets shift, digital transformation accelerates, and stakeholder expectations evolve, boards are no longer just looking for experience or pedigree. They’re asking:“Can this leader thrive in complexity, inspire alignment, and lead us through uncertainty?”The challenge?...
Environmental, Social, and Governance (ESG) investing has become a major trend, with investors increasingly considering a company's impact beyond just financial performance. While focus on the "E" (environmental) and "S" (social) aspects is crucial, the article in Harvard Business Review by Robert G. Eccles and...
The McKinsey article explores the compelling case for increasing female representation on corporate boards. It goes beyond moral arguments, presenting a strong business case for gender diversity and outlining practical steps companies can take to achieve it. The article outlines key strategies to overcome common...
