Where will tomorrow’s company directors come from? What sort of people might be willing and able to govern the new and diverse forms of organisation and different business models that are emerging? How should they be selected? What governance codes, listing, legal and other requirements are likely to apply? Will future boards of directors operate as they do today? Directors may still be a legal requirement, but are boards and meetings in their current form on the way out? Prof Colin Coulson-Thomas looks at the future of board succession planning.

Where will tomorrow’s company directors come from? What sort of people might be willing and able to govern the new and diverse forms of organisation and different business models that are emerging? How should they be selected? What governance codes, listing, legal and other requirements are likely to apply? Will future boards of directors operate as they do today? Directors may still be a legal requirement, but are boards and meetings in their current form on the way out? Prof Colin Coulson-Thomas looks at the future of board succession planning.

In an era of insecurity and uncertainty, succession planning can be a particular challenge at senior and board levels. It is not easy to predict how companies might operate or what their offerings, priorities, market conditions, challenges and opportunities might be in a few years’ time. Preparing people for future board appointments is especially problematic as vacancies may happen infrequently. When they do, external searches often occur and new appointees are usually selected to complement the experiences and qualities of existing directors.

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