Boards Need to Rethink How They Advise CEOs.

The article focuses on how corporate boards can improve their advisory role to CEOs amid disruptive and uncertain business environments. It identifies a gap between boards’ expertise and CEOs’ feelings of being adrift, attributing this to outdated boardroom practices that emphasize certifying performance rather than engaging in strategic, forward-looking dialogue. The author proposes three key strategies for boards: adopting scenario-based planning to navigate uncertainty, encouraging a portfolio approach to strategic options rather than single long-term plans, and maintaining focus on core fundamentals such as customer insights, technology readiness, and dynamic risk management. These approaches aim to foster creativity and resilience in organizations by promoting deeper, more strategic conversations that help CEOs prioritize and adapt effectively. [Extracted from the article]