Companies whose boards of directors have digital savvy outperform companies whose boards lack it: Among companies with over $1 billion of revenues, 24% had digitally savvy boards, and those businesses significantly outperformed others on key metrics such as revenue growth, ROA, and market cap growth. Companies can improve their boards by knowing what characteristics to look for in existing and new board members, managing board agendas differently, and cultivating new learning opportunities.

When it comes to the complex hiring processes of corporate America, women often face not only glass ceilings but “glass walls.” Recent MIT Sloan Management Review articles provide insights and research into some of today’s leading issues for women in the workforce and steps managers can take to lead change.

The process of recruiting members to a board is often mistaken for the actual onboarding. Much is at stake in terms of legal and fiduciary responsibilities, but relatively little attention is paid to creating the conditions within the board to extract the distinctive knowledge of its new members. Three strategies can help boards do a better job leveraging the unique expertise of each board member.

In the wake of the #MeToo and #TimesUp social movements — not to mention the continuing wave of resignations amid misconduct allegations — sexual harassment policies must be on your board’s agenda. This is true regardless of whether the organization is public, private, or nonprofit. For the sake of all its stakeholders, employees, and customers, directors need to do the right thing — and do it now.

A strong governance with a steady hand assures that a company achieves a given purpose properly, within the boundaries of ethics and law.

Research indicates that the reason women aren’t making more rapid inroads on corporate boards is that few have reached the most influential board leadership positions. Although more women are on boards now than 10 years ago, very few have been promoted to a post that would give them influence beyond their seat at the table.

The old story of business says that maximizing shareholder profit is goal number one. The new story says that shareholders matter, but not more than other stakeholders — which include customers, suppliers, employees, other financiers, and the communities in which companies operate.

Lurking within the financial statements and communications of public companies is a troubling trend. Alternative metrics, once used sparingly, have become increasingly ubiquitous and more detached from reality.

Cybersecurity can no longer be the concern of just the IT department. Within organizations, it needs to be everyone’s business — including the board’s.

Meeting the recommendations for disclosure put forth by the Task Force on Climate-related Financial Disclosures might seem like a tough job. But if the oil & gas industry is any example, it’s not as difficult as some might imagine — and there are excellent reasons for corporate boards to consider it.

When an ethics scandal damaged the reputation of Swedish telecom giant Telia and led to the ouster of its top managers, the company’s incoming leadership took a radical new turn: Changing from a corporate strategy with sustainability programs to a sustainable strategy.

Business has become too complex for boards and CEOs to make good decisions without intelligent systems. Just as artificial intelligence helps doctors use patient data to make better diagnoses and create individualized medical solutions, AI can help business leaders know more precisely which strategy and investments will provide exponential growth and value in an increasingly competitive marketplace.

Rather than trying to predict the future, organizations need to strengthen their abilities to cope with uncertainty. A new approach to scenario planning can help companies reframe their long-term strategies by developing several plausible scenarios.

Many companies’ decisions about share repurchases are handled mainly by management rather than boards — with repercussions for capital allocation. Boards should carefully balance the capital needed for repurchases against its use in value creation via internal development or external acquisitions — and be skeptical of repurchase programs financed by debt rather than profits.

High-profile accounting and corporate governance scandals have resulted in significant changes in the structure of corporate boards of directors, in particular the development of independent boards in which the CEO is the only employee director. The downside: Independent board members may not understand the business well enough to make optimal strategic decisions.

Although using nonfinancial metrics like customer satisfaction has become increasingly popular in assessing executive performance and determining compensation, the practice has some significant drawbacks. Not all metrics apply equally to all industries. Companies considering such metrics for strategic performance management frameworks should be mindful of the importance of knowing their strength as lead indicators and applying them appropriately.

Corporate boards around the world present a uniformly white, male face — and this is a problem when it comes to how firms approach the global marketplace. When too many people at the top look at the business landscape through the same lens, they are likely to miss both impending problems and potential opportunities. Institutional biases that suppress diversity in the C-suite create a hidden risk factor — one that boards can address by taking a long, hard look in the mirror.

Investors see a strong link between corporate sustainability performance and financial performance — so they’re using sustainability-related data as a rationale for investment decisions like never before.

The strategic importance of CEO succession is indisputable, and the elements of effective succession planning have long been known. So why do many boards plan poorly for CEO succession when the cost of failure is so high? Research finds three key reasons: Hiring criteria are not aligned with strategic needs, boards are reluctant to antagonize the incumbent CEO, and many boards aren’t developing the executives below the CEO and top team.

The G7 summit in June of 2015 and the G20 meeting in November both upheld the idea that businesses have a responsibility to respect environmental and human rights principles. As such concerns take center stage, business leaders must recognize their role in navigating the new regulatory environment. As environmental and human rights risks rise in importance, board members are at risk of being seen as negligent if they fail to ensure that their companies comply with the G20/OECD Principles and the standards to which the Principles refer.