Failures in corporate leadership contributed heavily to the global financial
crisis. This paper explores some of the corporate governance issues in an effort to help boards understand
what they must do to be more effective. It considers the processes and practices that enable directors
to challenge management more constructively. It goes on to examine how executives and Neds (non-executive directors) can build an effective relationship that is challenging and questioning, yet positive
and productive. The publication also stresses the importance of succession planning and long-term talent
management as important aspects of the strategic role of boards – a factor that can make or break their
organisations.
