We don’t know what we don’t know — but now is the time to ask.
Following mergers, former CEOs and board chairs may have to adapt to smaller roles, but their experience remains valuable.
Open communication, transparency key to preventing board rifts from becoming gulfs.
‘We recruit some of our best customers to serve on our advisory boards. It’s a business feeder.’
Recent research provides actionable conclusions for bank executives and board members who want to improve the functioning of their boards.
Bank boards need data-driven, independent intelligence to flag reputational crises on the horizon.
Experiences like Northwest Bank’s are not unprecedented—and sudden death is not the only incident that can rock an organization’s world and trigger the succession plan.
The focus on racial and ethnic diversity as opposed to gender diversity is accelerating across the board.
As banks approach two key asset thresholds—$500 million and especially $1 billion — they must begin preparing for new risks and regulatory expectations. Many of them play out in the audit committee.
While many larger banks have created “chief diversity officer” roles over the past several years, that role has been more of a rarity at smaller banks. Until now.