It is hard to imagine a dysfunctional board leading a highly successful company. But what do we mean by dysfunctional, and what do we really need from a board for it to be fully effective? Is part of the answer to take a collaborative approach to running a board, one that emphasises the relationships and the collective operation of the whole group, asks author Alex Cameron?

It is hard to imagine a dysfunctional board leading a highly successful company. But what do we mean by dysfunctional, and what do we really need from a board for it to be fully effective? Is part of the answer to take a collaborative approach to running a board, one that emphasises the relationships and the collective operation of the whole group, asks author Alex Cameron?

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