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Directors should understand the answer even if it might surprise
In the workplace, can one person really be valued at an enormous multiple of another?
Foregoing female directors means foregoing serious profit
VW lost its way because it ignored all its stakeholders bar one — the investor
US and UK company directors must deal head on with the political risk their emerging politicians represent
Directors feel they have too little power to make their own decisions
Unions should mobilise members as shareholders of their companies if they want directors to listen
It is time to gain some real and honest perspective about relative pay
Accept this summer’s challenge: ask if your corporate culture is harming your business
Employee-owned companies offer lessons in ethics and good business practice
Barclays chief learns the hard way that progress is not always enough
An award-winning paper suggests businesses could benefit from a contrarian director
Your business’s reputation is being shaped online, around the clock
Decades of study into psychology throw light on the qualities of great leaders and how to become one
Banks are becoming data companies and need new leaders in the boardroom and below
If a natural successor is not working for the business already other options are at hand
It is time to rid businesses of unhealthy organisational structures
Too many boards fail to understand the basics of the business they govern
Regarding governance, private and public boards can learn from one another
Codes of conduct are of no use if the local boss fails to receive the right signals
To encourage a good governance conversation, consider with care those sitting around the table
A bold thesis that may work for some but holds little comfort for the truly put-upon at work
Imagine a world where salaries are paid into a Google account. Banks must find a way to adapt
Germany’s two-tiered system puts the brakes on chairman Ferdinand Piëch
To be effective, directors need to devote more quality time to their companies
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