Governance differs country to country. The aim of this session is to provide you with real-life examples of global governance challenges and practices. We’ll focus on today’s governance landscape in a multipolar world and what is on the boards agenda.We will take a look at the differences in structure and behavior among USA, UK, Dutch, Swiss, Chinese, Italian and other boards. We then discuss how business is a part of the solution for social issues. At the end of the session we will discuss a Harvard Business Case featuring a real life challenge. What would you do as a board member facing this challenge in the boardroom?

CFOs are too often surprised by analyst questions and earnings releases can go awry. It does not have to be this way. This session covers three topics where even non-financial board members can add value. By understanding: 1) the approaches of activist investors, 2) questions fundamental analysts (not traders) ask and the tools they use to discover those questions, and 3) where board members can add value -- and often are legally “on the hook” – such as leasing.

Brian Barnier, widely quoted in the business media for his “business model-based investing.” has served as co-chair of the risk oversight committee of a global institutional investor organization with $77T + assets. He has briefed at the SEC and commented on SEC proposed rules. He leads this highly distinctive session. It’s not just about auditing and compliance. It is about avoiding financial dangers and provides the opportunity to practice asking questions of management in breakout sessions.

"Who owns strategy and the transformation agenda?” We’ll look for an answer to this question during the session. An experienced board member will share his/her experiences on how to help the company and board navigate through the transformation and strategic challenges of today.

You will also get familiar with 3 strategic games boards can play. Furthermore, you get to understand the 3 strategic games boards can play, the characteristics of different innovation models and explore the board’s role in the innovation process. How do we make decisions wisely when we do not really know what is to come? We have a Harvard Business Case discussion about how you would deal with a specific situation as a board member.

This session addresses the duties of boards to ensure long-term success for enterprises. Discussions cover opportunities for shared value creation, examples of business and society shared value creation and sustainability and new ways of working for dynamic companies and with global partners to deal with innovation, disruption, emerging technologies and global ventures.

Causes of cyber breaches are not mysterious. If airlines operated the way that cybersecurity does, crashes would be common. Cyber lags decades behind other disciplines in methods and math. This sets up cyber pros for failure. It’s a meme! See Charlie Chaplin “Modern Times” on YouTube. The solution is proven and practical -- critical, systems and industrial-strength design thinking – where you have so much experience to share.

Brian Barnier, a 3-time honoree in cybersecurity (twice ISACA) and GRC (OCEG), has contributed to multiple professional guidance documents. He leads this distinctive session, which is not about compliance. It isprovides guidance on how to avoid danger to the company and people. It provides the opportunity to practice asking questions of management in breakout sessions.

Dangers of AI-ML are often framed in ethical terms. Yet, the danger is greater. Including multi-hundred-million-dollar losses plus the dangers to individuals. Why? A prime reason is the narrowness of “data science” academics. The data science programs miss: 1) the basic math limitations of AI, 2) data difficulties, 3) the context and 4) are detached from the field of decision science. You have so much experience to share.

Brian Barnier guides on decision science, analytics and how directors can play a role. This session is not just about ethics. It is about avoiding danger for people and the company. It includes time to practice asking questions of management in breakout sessions.

This session focuses on the evolving role of the board in the digital economy. It covers the board’s role in digital strategy and digital transformation, as well as data governance to ensure regulatory compliance with data privacy laws like GDPR and CCPA. The session also covers the importance of including digital considerations in due diligence for M&A and the crucial role of the board in digital and technology ethics. We discuss the need for new committee structures and board composition for good corporate governance in the digital age. Attendeesl leave this session equipped with more than 50+ questions board members should ask to improve their oversight of this important area.

The workforce is changing. SO is the board’s role. In this interactive session we address how boards’ role includes being the stewards of culture, DEI, human capital management and ESG reporting. These changes affect the way boards govern, structure their committees, meet reporting requirements, address executive roles, and determine what capabilities are needed for board members to address these new requirements. We discuss tools and new approaches to address dysfunction, gaps and board dynamics in relationship to the changing role of the board. An engaging and familiar scenario in our board case study gives participants an opportunity to work in small groups and put into practice lessons learned from this session as well as prior modules in the program.

This session is an open panel with the experts during which you can ask questions you have about any topics in governance and for guidance on your goals for director roles and opportunities. The panel members offer insights and counsel during the session and also provide resources for specific topics after the session.