National Association of Corporate Directors

Online Exclusive The Board's Role in an AI Incident 03/05/2026 Artificial Intelligence Risk Oversight Member-Only In Brief Boards must establish clear, documented escalation thresholds for artificial intelligence incidents so that ambiguous AI failures are not overlooked. Effective AI governance requires defined committee ownership, with boards selecting a model that ensures authority and technical expertise for incident oversight.

Online Exclusive How to Close the CEO Succession Readiness Gap 03/04/2026 CEO Succession Strategy Member-Only In Brief Many boards lack confidence in internal CEO candidates due to insufficient talent visibility. Directors often take a reactive approach to CEO succession, engaging only when a transition is imminent, which leaves them without strong internal options when change is needed.

In Brief Execution risk often remains hidden from boards because traditional reporting emphasizes reassuring outcomes over revealing operational strain, leaving early warning signs unnoticed until problems escalate. High confidence in management can coexist with limited visibility into execution realities, especially when performance depends on extraordinary effort rather than robust systems.

Online Exclusive How Family Businesses Actually Make Governance Work 02/26/2026 Family Business Corporate Governance Member-Only In Brief Formal governance structures, including an independent board, are essential for family businesses to navigate crises and sustain success across generations. Early, transparent planning for leadership changes reduces ambiguity, prevents conflict, and ensures alignment between family values and business strategy.

In Brief Boards should prioritize nimble governance and forward-looking strategy when facing various sources of disruption. Directors should balance artificial intelligence's competitive opportunities with reputational and operational risks, and ensure board composition aligns with emerging oversight needs. In navigating shifting capital markets and private equity involvement, boards should safeguard strategic alignment and focus on delivering sustained shareholder value.

Online Exclusive Are We in an AI Bubble? Here’s How Directors Can Prepare 02/19/2026 Artificial Intelligence Risk Oversight Member-Only As the AI debate continues, NACD members say boards must be ready for both a potential shakeout and long-term transformation. Everyone seems to have an opinion on whether artificial intelligence is a speculative bubble. Some market participants think valuations of AI companies are driven more by hype than underlying economic reality. In a Bank of America Corp.

Rather than relying on one cybersecurity expert, boards should build a shared understanding of cyber risk to govern it effectively. In the wake of the US Securities and Exchange Commission’s evolving cybersecurity disclosure requirements, many nominating and governance committees are moving quickly to identify directors with cybersecurity expertise and appoint them to the board. The mandate appears straightforward: demonstrate board-level oversight of cyber risk.

Directorship Magazine Assessing Future-Ready Leaders: An Interview with Mark McClain Online Exclusive Assessing Future-Ready Leaders: An Interview with Mark McClain 02/13/2026 Hear an experienced director’s perspective on why boards must rethink succession planning and leadership evaluation in an era defined by disruption and rapid change. How can boards avoid relying on backward-looking performance metrics when evaluating senior leaders for an uncertain future?

Online Exclusive How to Balance Long-term Incentives After an Acquisition 02/13/2026 Partner Content Provided by Pearl Meyer Here's how compensation committees can review and adjust performance-based LTI goals after an acquisition to align incentives and drive value in both small and large deals. In an evolving business landscape, companies frequently engage in mergers and acquisitions to enhance their competitive edge and create value.

As the SEC shifts its priorities, changes to the shareholder proposal process are on the horizon. Recent survey data reveal what directors should know. The US proxy voting system is not completely broken, but it does require some repair when it comes to the inclusion of shareholder resolutions in a company’s proxy statements. This is the message of a January 2026 survey conducted by the John L. Weinberg Center for Corporate Governance at the University of Delaware.