The opening McKinsey Quarterly for this year is one of the best issues I’ve read in recent years. (All the pieces linked here require a free registration). One article talks about making time management an organizational matter rather than leaving it to individuals; another one covers six social media skills every leader needs; another addresses increasing the “meaning quotient” of work. But the central set of features this quarter is about improving performance through better board engagement. I highly recommend reading all five articles:
- Board governance depends on where you sit. This piece is about the different perspectives of the non-executive director, the CEO, the chairman of the Board and the CEO-chairman. The author, William George, has held all these seats – and it shows.
- Tapping the strategic potential of boards. Too many boards just review and approve strategy; they can do better.
- Elevating technology on the boardroom agenda. How to have a play a more constructive role in IT strategy.
- Engaging boards on the future of marketing. Yes, customer engagement is a board-worthy matter, too.
- Modernizing the board’s role in M&A. Many boards, reluctant to cross the line between governance and management, miss opportunities to help with building value in M&A.