Every corporate director knows he or she needs relevant information to carry out oversight responsibilities effectively. But it’s not easy to know exactly what that information should be, the form it should take, or where it should come from. Unfortunately, experience shows that too often boards of directors don’t sufficiently focus on these issues, get caught by surprise, and pay a high price.
For board members (and corporate officers and staff working with boards) it’s worth looking at how to ensure effective communication of genuinely important information.
In this column and the next, I want to explore that topic from ...